University of Wisconsin-Extension. Strategic Priorities

Transcription

1 University of Wisconsin-Extension Strategic Priorities Version 15.0 June 2, 2017

2 Introduction In Wisconsin, the university is as close to the intelligent farmer as his pig-pen or his tool-house; the university laboratories are part of the alert manufacturer s plant; to the workers, the university is drawing nearer than the school around the corner and is as much his as his union or his favorite saloon. 1 So said Lincoln Steffen in the beginning of the 20 th century about the Wisconsin Idea. Now, just over a century later and fully immersed in the internet age, the University of Wisconsin, through UW-Extension, isn t just around the corner it s as close as the nearest mobile device, computer, radio, television, and county extension office. While gaining access to information was the centerpiece of education 100 years ago, education in the google world 2 focuses on helping citizens know what to do with that information to make their lives, and the world, better. This is the mission of UW-Extension. The connections between an institution like UW-Extension and the State of Wisconsin could not be more important. We are a trusted and unbiased partner who stands shoulder-to-shoulder with citizens and communities to help solve the urgent and emergent issues of the day. And while we will forever remain Wisconsin-centric, the internet age allows the impacts and partnerships of UW- Extension to extend far beyond our state borders. Statutorily, it is the responsibility of UW-Extension to develop and lead the UW System outreach activities on behalf of the State of Wisconsin, in partnership with all other UW institutions. 3 We are the Wisconsin Idea. One Wisconsin Idea scholar, Gwen Drury, says as much in recent writings about the Wisconsin Idea and UW-Extension. The Wisconsin Idea not only describes what we do, but why and in what manner. At its core is a vision of using knowledge and education [that keeps] our citizens at the heart of their own governance and of their own economy. 4 The UW-Extension Strategic Priorities outlines how we will contribute to the continuing evolution of the relationship between the University of Wisconsin and the residents of the state a relationship that builds directly on the exchange of knowledge and resources in the context of partnership and reciprocity 5 that is the essence of the Wisconsin Idea. UW-Extension strives for a preferred future for our Wisconsin. And while we may not know its precise dimensions, we believe the concepts of partnership and reciprocity offer the way forward as we fulfill our outreach mission. The UW-Extension Strategic Priorities builds on UW-Extension s new mission approved by the UW System Board of Regents in December, 2015, and builds from the strategic priorities of each of the major divisions of UW-Extension. The UW-Extension Strategic Priorities aligns with 1 Steffan, L. The American Magazine, Brower, A.M. (2015). At the Educational Crossroads. 3 UW System Administrative Policy 125 (formally ACIS 5.1). 4 Drury, G. The Wisconsin Idea: The Vision that made Wisconsin Famous, Ibid. University of Wisconsin-Extension Strategic Priorities Page 2

3 the University of Wisconsin System s 2020Forward strategic vision, 6 and it builds on the statewide discussions and input sessions that took place throughout the 2014 and Finally, these strategic priorities took as its foundation the UW-Extension Strategic Plan & Operational Goals , which itself drew upon a series of listening sessions, town hall meetings, and conversations conducted in the fall of UW-Extension Shared Values 8 These values inform how we conduct ourselves as individuals within our institutions, and as an institution. 9 Access: We insure access to degrees, information, knowledge, and learning opportunities of the University of Wisconsin for all residents of the state. Outreach and Engagement: We actively seek collaborative, trust-based and reciprocal partnerships in the pursuit of a healthy economy and citizenry. Excellence: We strive for excellence in all that we do. Inclusivity: We value open and accepting environments in which the diversity of individuals, groups, and points of view are respected and engaged. Integrity: We respect freedom of inquiry and expression as the hallmark of our academic community, hold ourselves to the highest standards of professional conduct, and strive to be transparent, open, and accountable for our actions. Scholarship: We value scholarship, in its many forms, as the foundation for learning and our service to stakeholders and partners. Stewardship: We take seriously our responsibility to maximize the potential of the human, intellectual, and fiscal resources entrusted to us. Sustainability: We will continuously seek to balance environmental, economic, and social factors in our efforts to address the needs of our global society University of Wisconsin-Extension Reimagined Project Final Report. Prepared by the Wisconsin Institute for Public Policy and Service. November Revised from UW-Extension Strategic Plan & Operational Goals Adapted from John M. Bryson & Farnum K. Alston, Creating and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit Organizations. San Francisco: Jossey-Bass, 1996, pp University of Wisconsin-Extension Strategic Priorities Page 3

4 UW-Extension Mission *Approved by the University of Wisconsin Board of Regents, December 11, 2015 Through UW-Extension, people of Wisconsin and beyond can access university resources and engage in learning, wherever they live and work. Fundamental to this mission are UW-Extension s partnerships with the 26 UW campuses, the county and tribal governments, and other public and private organizations. Fulfilling the promise of the Wisconsin Idea, UW-Extension extends the boundaries of the university to the boundaries of the state and helps the university establish beneficial connections with all of its stakeholders. For Wisconsin individuals, families, businesses and communities, UW-Extension fulfills its mission by: Supporting personal growth, professional success and organizational effectiveness through formal and informal learning. Offering professionally-focused and cross-disciplinary competency-based credit certificates, associate degrees, and baccalaureate degrees in the area of business and management. Addressing the changing needs of the state and society by conducting, applying, and conveying relevant university research. Building greater access to educational, cultural and civic resources through the use of technologies. In addition, UW-Extension supports the University of Wisconsin System mission by: Providing strong leadership for the university s statewide public service mission. Integrating a scholarly approach to outreach across many academic disciplines. Addressing the specific educational needs of under-served, disadvantaged and nontraditional students. UW-Extension Strategic Vision 10 We will improve lives and communities in Wisconsin and beyond through engaged education, research, programs and services Strategic Importance Revised from UW-Extension Strategic Plan & Operational Goals Revised from UW-Extension Strategic Plan & Operational Goals University of Wisconsin-Extension Strategic Priorities Page 4

5 UW-Extension provides first to the people of Wisconsin and then to people across the nation access to the practical information, knowledge, resources, and learning opportunities needed to make more informed decisions about their businesses, their communities, their families, and their lives. Reciprocity is essential: individual and community outreach and engagement with UW- Extension provides a crucial link that informs the work of our institution. Through its statewide presence and national reach, UW-Extension is a vital and personal link among the people of the state, people throughout the nation, and the UW System. Strategic Issues Through mission-driven education, research, programs and services, UW-Extension will address ongoing and emerging agricultural, natural resource, economic, community, social, and familial challenges faced by residents of Wisconsin, and to a lesser extent throughout the nation. 2. UW-Extension will continue to provide statewide leadership for the outreach mission of the UW System institutions in an environment that is evolving toward more entrepreneurial and institutional decision-making. 3. UW-Extension will efficiently and effectively serve our constituents and stakeholders in an era of rapidly evolving communication platforms, information technologies, and demographics. 4. UW-Extension will continue to increase stakeholder recognition of our role to fulfill the Wisconsin Idea. 5. In service of our mission, UW-Extension will leverage local, state, federal, and other investments to positively impact the lives of residents of Wisconsin and beyond. 6. UW-Extension will expand resources that support our mission. 7. UW-Extension will attract, develop, and retain outstanding faculty and staff at all levels of the organization. 8. UW-Extension will act ethically and proactively in all areas to maintain public trust and support. 12 Revised from UW-Extension Strategic Plan & Operational Goals According to Bryson & Alston (1996), a strategic issue is defined as a fundamental... challenge affecting an organization s mandates, mission, and values; product or serviced level and mix; clients, users, or payers; or cost, financing, structure, or management. University of Wisconsin-Extension Strategic Priorities Page 5

6 UW-Extension Strategic Priorities UW-Extension will address the strategic issues identified through our unique combination of people, partnerships, institutional resources, and mission. These strategic priorities arise from the intersections and collaborations among UW-Extension s divisions and their activities, guided by our mission and vision. Enhancing the economic health and wellbeing of citizens in the state of Wisconsin and beyond, by o o o o o Deepening partnerships and being a trustworthy and unbiased source of information, advice, education, and research Providing access to quality education for a widening range and type of learner and client Advancing, developing, and applying research for the public good Providing resources to build strong people, families, communities, local governments, and small businesses Providing leadership throughout the state and nation on issues related to community development, local business development, innovations in education, applied research, and public broadcasting Continually enhancing diversity and inclusion, both internal to our institution and by assuring success of all of our clients, learners, listeners, and viewers Continually investing in our people and remaining a preferred employer Expanding who we serve by proactively seeking mission-driven opportunities to develop new education, research, programs and services Expanding mission-driven revenue and revenue opportunities Continually investing in the future through infrastructure and technology Continually assessing our ability to be good stewards of all our resources (people, space, physical and financial assets) University of Wisconsin-Extension Strategic Priorities Page 6

7 UW-Extension Divisional Strategic Priorities What follows are the Strategic Priorities for each of the major divisions of UW-Extension, plus Shared Auxiliary Services for UW-Extension & UW Colleges. Divisional Strategic Priorities first list the division s mission and vision, followed by their strategic priorities. Included in each divisional strategic priority are several examples of activities that will be undertaken by the division within the next year or two, as they implement their strategic priorities. University of Wisconsin-Extension Strategic Priorities Page 7

8 Broadcasting and Media Innovations (BAMI) Strategic Priorities FY Mission: To educate, inform, entertain, engage and inspire individuals of diverse backgrounds, organizations and communities by connecting them to information, ideas, personal stories and cultural experiences with context that brings meaning. Vision: Wisconsin residents will have convenient access to educational, creative and informational resources that contribute to personal and professional success, quality of life and stronger communities. Audiences, clients, funders and partners will see our contributions as effective and essential. Five Year Strategic Priorities Build Audiences, Expand clients. Deepen engagement through consultation and service design. Provide best in class programming and support services across all available and emerging platforms. Maintain rigorous assessment practices of ongoing programming. Emphasize measures of quality. Be Wisconsin centric - reflecting and serving Wisconsin. Always imagine and develop next sets of programming and services. Avoid silos that stifle collaboration, creativity and effectiveness. Embrace new technology that has demonstrated capacity to enhance programming and constituents access. Produce Wisconsin Life and WisContext content including radio and TV broadcasts and Web Pursue best ideas of WPRNext a rigorous program development process to yield new, Wisconsin centric radio and online programming Pursue Memos of Understanding with ICS clients to deepen and sustain their engagement with our services Aggressively pursue educational mission. Design and implement programming and services that support individual learning and attainment. Emphasize K-12 educational services and content. Build educational tools around general audience programming. Deepen interactions toward new services to extend UW Extension, Madison, System resources to the public. Seek significant funding and partnerships to enhance and expand educational services. University of Wisconsin-Extension Strategic Priorities Page 8

9 Establish Education as a standalone department within WPT Nurture and promote the PBS kids channel Provide emerging distance educational support services to UW System institutions Develop and track performance metrics toward continuous improvement and innovation. Develop, implement and learn from timely, relevant performance measures that will improve assessment of performance and will inform the evolution of current and new services. Use measures to guide strategic decision-making and resource allocation. Assess effectiveness of canvasing as a fundraising effort Assess broadcast mobile, social media and digital audiences Measure Client usage and satisfaction for ICS services Deliver impeccable customer service. Emphasize quality and reliability of service and ease of access wherever customers may be. Sustain a culture of customer focus toward audience/customer satisfaction. Invest in customer response teams to track, understand and maximize satisfaction including criticisms and positive experiences. Assess options for Customer Relationship Management (CRM) software Re-design WPR, WPT and ICS websites for ease of use Assess client satisfaction for ICS services Expand, strengthen and diversify revenue from current and prospective sources. Continue to invest in development efforts and fee for service opportunities. Assure that staff have effective tools, guidance and encouragement to pursue funding. Assure that all staff understand the role of diversified revenue in organizational health and growth. Advocate for support. Acquire new CRM platform for WPR and WPT. Acquire CRM platform for ICS Invest in major gifts and planned giving efforts Develop off premise based platforms for ICS services to maintain currency of communications support technology offerings Increase the diversity of our staff and inclusivity of our organization. Expand diversity of sources and content. Enhance recruitment toward a more diverse staff that better reflects the state s population. Sustain a workplace environment that is welcoming and inclusive to all University of Wisconsin-Extension Strategic Priorities Page 9

10 staff regardless of ethnicity, culture, age and physical disability. Reflect diversity of state in our public services. Maintain Diversity and Inclusion Change Team Sponsor staff learning circle Support internships and recruit from diverse populations Invest in staff development and capability for career advancement Recruit, Retain and Develop exceptional staff to make BAMI a preferred employer. Invest in professional development, intentionally address compensation issues, recruit and assign staff according to organizational need and individual contributions. Recognize and advance staff within UW structured opportunities and by recognizing accomplishment and changes in duties. Maintain focus on future and emerging services and technology including content creation, delivery and storage and data base tools, plan for capital refresh, continuously look toward future services. Track and respond to changes in technology and regulation to assure that we provide the best possible access to content and services as public consumption of media evolves. Track best in class services and emerging platforms. Acquire and implement ZOOM and PANOPTO next generation instructional and communication platforms for ICS. Send key staff to other non-commercial educational stations to assess the confluence of radio/tv/web as content platforms. Begin for Television transition to ATSC 3 standard and acquisition of new transmitter to support the transition. University of Wisconsin-Extension Strategic Priorities Page 10

11 Continuing Education, Outreach & E-Learning (CEOEL) Strategic Priorities FY Mission: We create innovative ways for all learners to access and connect with the University of Wisconsin, and provide leadership, advocacy, and support for learners of all ages. Vision: We are the national leader in raising educational attainment. Five Year Strategic Priorities Access Conduct research to identify educational needs that are not being met by existing higher education programming o Conduct statewide surveys and other primary research to identify programmatic needs and opportunities for CEOEL o Work with other researchers and conduct secondary research projects to identify regional and national needs and opportunities Support programs and initiatives designed to meet regional needs in WI Serve as the point of entry to the UW through UW-HELP Innovation Develop and leverage educational technologies to improve student learning o Build mobile applications to provide students with information about UW programs and to engage in just-in-time learning Lead competency-based education o Partner with campuses to develop new degrees o Continue to build UW-Extension baccalaureate degrees in business o Expand UW-Extension baccalaureate degrees to IT and healthcare o Develop UW-Extension applied master s and micro-master s degrees Build market-driven alternative credentials o Expand the University Learning Store Grow new revenue streams and maximize revenue generating capabilities of existing programs and services University of Wisconsin-Extension Strategic Priorities Page 11

12 o Leverage academic content across product lines o Cross-market to current students and alumni o Develop subscription models for academic services and credentials Serve as industry leaders in distance education technologies Inclusion Engage diverse voices and multiple perspectives o Continue to focus on adult and nontraditional learners o Increase engagement with veterans and active members of the armed services Construct programs to reach underserved audiences Build internal organizational capacity through talent selection, retention, and growth o Increase merit-based compensation o Strengthen staff ownership of organizational success o Build broad understanding of higher education among staff o Encourage staff to engage at the state and national levels of scholarship Foster a student/client centered philosophy for non-traditional learners Collaboration Develop and manage UW collaborative online degree programs o Develop 1-2 new programs per year for the next 5 years Lead and manage UW Flexible Option programs o Develop 1-2 new programs per year for the next 5 years Expand internal collaborations and partnerships o Engage UW campuses in the University Learning Store and other alternative credentialing opportunities Expand collaborative efforts across higher education, with industry, and with governmental and non-governmental organizations Leadership and Stewardship Lead statewide continuing education activities o Revise funding models and practices for continuing education activities in the UW University of Wisconsin-Extension Strategic Priorities Page 12

13 Advance the Wisconsin Idea through sound fiscal management o Increase market-based funding opportunities for partner campuses Advocate for and support adult and non-traditional learners Influence state and national higher education policy o Work with the Lumina Foundation and other foundations on programmatic and policy initiatives o Inform legislators about the needs for alternative education and how best to fund student success o Engage at the senior levels of leadership in regional and national organizations and associations, including the UPCEA, C-BEN, NCSE (National Council on Science and the Environment), Lumina Foundation projects and initiatives, Gates Foundation projects and initiatives, NASPA, CAEL, ACE, etc. University of Wisconsin-Extension Strategic Priorities Page 13

14 Cooperative Extension (CES) Strategic Priorities FY Mission: Extend the knowledge and resources of the University of Wisconsin to people where they live and work. Embodying the power of the Wisconsin Idea, we partner to develop and connect the research and educational resources of the University of Wisconsin with the people and communities in our state to facilitate change in the areas of thriving youth, families, organizations and communities; stronger economies; resilient and productive environments; and food safety, food security, and health. Vision: A thriving, well-known and sought-out educational resource that reflects the rich diversity of the state. Five Year Strategic Priorities Enhance our mission of connecting the research and educational resources of the UW System to the people of the state. Develop and translate the research, education and information resources of the UW- System to address local, statewide and regional issues related to agriculture, youth, families, communities and natural resources - epitomizing the Wisconsin Idea. Develop and maintain a high quality research foundation at UW System Campuses. Implement a multi-faceted organizational structure that is intentionally connected to be as effective, innovative, timely, and efficient as possible to address societal challenges. Continually work to reduce barriers to successfully implement the mission and purpose. Determine emerging and ongoing priorities using systematic statewide and local needs assessments. Direct investments, research, staffing, and educational programming to meet priorities. Implement new organizational structure to better meet changing needs, funding and partnerships University of Wisconsin-Extension Strategic Priorities Page 14

15 Maintain and Expand our Product Niche Generate and translate objective information and research into educational programming that addresses ongoing and emerging issues in Wisconsin and beyond. Utilize a highly digital and high touch educational programming approach at local, regional and statewide scales as appropriate. Evolve the research and programming focus to address relevant issues. Position UW Cooperative Extension to be a national leader in extension research and programming to address emerging and high profile issues. Enhance the development, use, and distribution of digital programming and foster partnerships with BAMI and CEOEL around development and distribution of digital media. Evaluate usage rates and impacts for digital and in-person educational programming to maximize audience reach and desired results. Enhance our Competitive Advantage Help people in communities address the issues they face. Be a conduit between the resources of the UW-System and citizens of the state. Maintain long-term, placebased community relationships. being the go-to trusted source of information. Utilize exceptional facilitation and process skills, to generate outcome-oriented results. Maintain our cost advantage by leveraging resources, space, and support from counties, campuses, local and state government, and other funding sources. Expand partnerships to include municipalities, towns, government agencies, constituency groups, businesses, and nongovernment organizations. Maintain and expand strong relationships with county and tribal partners. Develop and Retain People and Partnerships Recruit and retain a highly talented, diverse workforce partnering with local, regional, and statewide constituents. Maintain and attract a talented, vibrant, and diverse workforce that embraces our mission and product while feeling connected and engaged. Develop a highly leveraged organization that engages partnerships and grants to creatively fund research and programming. Employ a workforce that is fairly compensated. Develop a highly talented and functional leadership team. Maintain and further develop desired organizational characteristics; one that values its employees, relationships, success and contributions at all levels. Transparency and engagement with all employees in a positive and trusting manner. A culture that provides work-life balance and is respectful, enjoyable, and a rewarding place to work. University of Wisconsin-Extension Strategic Priorities Page 15

16 Develop a year-long, comprehensive new employee cohort training program. Provide employees at all career stages professional development opportunities. Be intentional about professional development and training with dedicated resources and positions. Develop and track performance metrics toward continuous improvement and innovation. Develop, implement and learn from timely, relevant performance measures that will improve assessment of performance. Use measures to guide strategic decision making and resource allocation. Effectively steward resources and be accountable for government, grant, and program revenues. Assure ethical practices in every business and programmatic unit. Develop an effective and consistent performance review system that includes annual merit allocation. Increase the diversity of our staff and inclusivity of our organization. Enhance training opportunities and recruitment toward a more diverse staff that better reflects the state s population. Sustain a workplace environment that is welcoming and inclusive to all staff regardless of ethnicity, culture, age and physical disability. Reflect diversity of the state in educational programming topics and delivery approaches. Develop a diversity internship program. Sponsor and encourage staff attendance at Multicultural Awareness Training (MAT). Support and maintain minority employee task forces and work groups. Expand the scope and investment in our Office of Diversity and Inclusion. University of Wisconsin-Extension Strategic Priorities Page 16

17 Division for Business & Entrepreneurship (DBE) Strategic Priorities FY Mission: To serve Wisconsin s aspiring, new and established small businesses by connecting them to resources, information, and services that improve performance and increase capabilities for success. Vision: Wisconsin s residents and businesses will share a collaborative network of business assistance organizations working to Enhance the value of Wisconsin one business at a time. Five Year Strategic Priorities The Division of Business & Entrepreneurship fulfills its part of the Wisconsin Idea by delivering customer-driven approaches to meet the needs of clients and collaborators. These strategic operating priorities will guide the division units as they build on their core competencies, develop products and services, and establish lasting relationships. Build relationships and expand client base. Encourage engagements in cooperation with local and regional organizations. Build and maintain regular marketing and communication channels targeting Wisconsin economic developers. Develop internal technology and data access applications to enhance the coordination and referral of clients across geographic regions, between division units, and with local assistance providers. Expand, strengthen and diversify revenue and funding opportunities from current and prospective sources. Build market-driven fee-based business assistance tools and applications to grow revenue streams that maximize capabilities of existing programs and services. Track and respond to changes in technology and business assistance techniques used in startup and early stage business development. University of Wisconsin-Extension Strategic Priorities Page 17

18 Aggressively pursue opportunities for discovery, research and educational innovation in business development practices and small business advocacy. Conduct, support and encourage research on business activity and economic impact at the local economic level, particularly for the established business sector. Expand data resources and visualization technology for tracking business performance that will inform and influence economic development policy. Lead business owner education movement nationally within University-led economic development community. Increase the diversity of our staff and inclusivity of our organization. Expand diversity of sources and content. Enhance recruitment and services toward a more diverse staff and client base that better reflects the state s population. Sustain a workplace environment that is welcoming and inclusive to all staff regardless of ethnicity, culture, age and physical disability. Invest in professional development, intentionally address compensation issues, recruit and assign staff according to organizational need and individual contributions. Recognize and advance staff within UW structured. Maintain and construct new programs to reach underserved audiences and expand no/low-cost program services. Develop and track performance metrics toward continuous improvement and innovation. Track and respond to changes in technology and regulation to assure that we provide the best possible access to content and services as economic and business development practices evolve. Achieve operational excellence through continuous improvement with a focus on future and emerging content and technical assistance practices. University of Wisconsin-Extension Strategic Priorities Page 18

19 UW-Extension & UW Colleges Auxiliary Services Strategic Priorities FY Mission: Collaborate with departments, campuses, and institutions across the state to maintain and improve services that financially support educational environments and increase engagement for learners. Vision: Through engagement, innovation, and purpose, provide customer focused and financially sound services to enrich the educational environments for our campus communities statewide. Five Year Strategic Priorities Customer Focus Anticipate the needs of our customers to ensure that the services we provide continue to support customers in reaching their educational goals. Improve facilities and services to continue to attract and grow a diverse customer base. o Long-range capital improvement plan for our facilities and several initiatives outlined to accomplish our long-term goals. Continually embrace innovative methods to improve services and efficiencies. Provide engaging environments to enhance the learning experience. o Facility and event planners constantly pursuing innovative means to provide and maintain modern, comfortable learning environments. Financially Sound Services To provide insight and strategies to ensure short-term and long-term sustainability for our campus partners. Provide oversight and support of university revenue producing areas to maintain financial stability and growth of services. o Track industry trends and pursue alternative methods to deliver services. University of Wisconsin-Extension Strategic Priorities Page 19

20 Strengthen long range financial planning for revenue producing areas to sustain financial stability. o Solidify single-source vendors with long-term commitment. Continually seek innovative and financially sound methods to enhance service and facilities. Collaboration Work together with campus partners to develop strong relationships toward the development and growth of our institution s educational mission. Share resources and expertise to enhance operational efficiencies within UW- Extension and UW Colleges. o Utilize existing experts to expand knowledge base. Develop collaborative relationships with campus community partners o Partner with state agencies, technical colleges, vendors and university departments. Provide comprehensive oversight of UW-Extension and UW Colleges Auxiliary Services. o Identify new efficiencies and opportunities for improvement of services and facilities for our campus partners. Stewardship Embody the responsibility of overseeing all Auxiliary Services for UW Extension and UW Colleges. Provide long-term capital planning for facilities to ensure they are attractive, comfortable, and functional for customers and visitors. Provide strategic vision for UW-Extension and UW Colleges Auxiliary Services to create efficiencies and increase revenues to maintain financial stability. Support and represent our institutional mission and purpose. Recruit and maintain a team of professionals with exceptional attitudes and skills to further our efforts and purpose. University of Wisconsin-Extension Strategic Priorities Page 20