Welcome
What have been the University's most significant accomplishments in response to the strategic plan in general and related to “horizontal distinctiveness” in particular?
Thematic analysis (organized into 10 themes) of the written responses to Question # 3 on the accomplishments of the strategic planning process from the Strategic Planning Retreat, August 17, 2004 .
Download a printable version of the responses to question #3
Facilities Master Plan/ Campus Beautification/ Signage
- Facilities master plan – over the years we have fallen behind sister institutions.
- I have heard people in the community talk about coming to campus to walk around and look at the flowers, etc.
- Signage—it's great to be able to see the names of the buildings from the street.
- Building projects and master plan.
- Keeping in mind that my answers are those of an outside observer, completing facilities projects and continuing with new facilities initiatives despite budget cutbacks;
- Improving facilities.
- Facilities plan in spite of the economic times – gave a positive focus to its future in negative times.
- Development of facilities master plan.
- I think the beautification of campus has been very important for the development of horizontal distinctiveness. Through beautifying campus enrollment numbers have increased and I believe our school's status has also increased.
- Facility master plan and campus improvements – much needed.
- Better communication plan and marketing materials targeted to external constituencies. – ties in with campus signage and beautification – creates pride for campus (both internally and externally).
- The facilities and grounds on campus look great and make a good first impression.
- We need to focus on getting our campus ready for the upcoming years. The campus plan, parking plan, and tech advances have probably done the most good and will do the most for the students.
- Completion and significant and smart planning of space within the Union .
- Campus beautification has made UWO more of a community and makes our community more inviting and a place students want and don't mind staying at.
- Movement of facility improvements and commitment to further improvements/development.
- The facilities master plan
- Prospect of new building and facilities.
- Making campus more attractive to students and the community hopefully helping with recruitment of students and bringing donations to the University.
- The cleaning up of the campus. It is much more appealing to the eye now. With the help of the new signage around campus makes it much easier for new students and employees to move around campus. The process of installing the new parking plan to help relieve an ongoing problem. With ramps and other parking solutions
- Signage.
- Signage, although maybe a little overdone, has significantly enhanced the University.
- Parking Plan.
- Titan Stadium.
- Planning for new fitness center.
- Campus appearance overall is much improved
- Results such as the rec and wellness center, parking, sports complex addressing fundamental shortfalls and limitations developed by the stakeholders.
- The campus is definitely more attractive thanks to the hard work of the people who take care of the gardens. This is a huge improvement. However, please pay attention to the lack of cleanliness in hallways and classrooms. People do notice this.
- Physical plant.
- Making campus physically more attractive and accessible.
- Facility master plan progress.
- Our campus has become more “user” friendly (signage, etc.)
- Facilities Master Plan underway.
- Facilities plan – covers all aspects of University life.
- Campus appearance improved.
- Building modernization.
- Greater focus on maintaining green spaces.
Increased Campus Engagement with Community
- Modest increase in campus engagement with community
- Trying to be more a part the community.
- Improved advertising.
- Community outreach initiatives.
- Report on community impact of University.
- Conversation about the Living Learning Community is exciting and generates interest in the community – promoting an interest in “downtown” is quite an accomplishment.
- Living, learning community idea
- University is more visible to community through concerted efforts – i.e. Fall Fest.
- bigger/greater/more significant positive interactions with community.
- Engagement has increased.
- Assimilation into Oshkosh community – but it has not extended to Fox Valley with same impact.
- Living Healthy Clinic.
- Better community relations – primarily due to Foundation's role in Titan Stadium project.
- Becoming a “partner” with the Fox Valley Community.
- We are moving in a great direction.
- New stadium initiatives with all high schools, etc.
-Partnerships within the campus and communities
- Partnerships with community has helped improve local attitude towards University. No longer the University used a derogatory term.
- Development of plans for the living, learning, service community developed.
- Community/State involvement.
- Vertical – Have definitely made progress in becoming part of the community, and making the community fee they are part of the University. Examples: Fall Fest and Titan facility improvements.
- Making visible in the local community – the university community and their interdependence.
- Community partners.
- University has succeeded in becoming perceived as a “community partner” to a greater degree than every before.
- University is involved in more collaborative relationships (e. g. Oshkosh Sports Complex).
- Strengthened ties to communities – neighborhood, government, business.
- Collaboration with external stakeholders to serve the larger community.
- Community use of campus.
- Oshkosh sees value added of UWO.
- To begin to change “them” and “us” community perception.
- To help to lead greater community toward a planned and positive future as well as the University community.
- The development of Fall Fest and the initiative by the University to do an event for the community.
- The commitment and leadership to the Living, Learning, Serving Community by the Chancellor and To Sonnleitner – wonderful example of collaboration and partnership.
- There have been a number of success stories related to the strategic initiatives.
- As initiatives are undertaken, there is an easy reference point to the strategic plan.
- Recognition/confirmation by external parties/entities that we're on the right track.
- The engagement of a diverse group of constituents in trying to realize a common goal for the University.
Strategic planning makes for a better working Atmosphere
- Sense among many of a better future ahead for UWO.
- Motivating Colleges to change/improve. I see an acceptance and expectation of change within my college. This acceptance was not so visible several years ago
- As was discussed – budget cuts have caused staff reductions (but without major layoffs—yeah) – through cooperation with employees – when additional areas were added to FM, responsibilities, the effected groups made the decisions on how to deal with the changes – the solution to the problem did not come from “above.” It wasn't easy and the solution wasn't popular --- but it was worked out to satisfy needs of University, management, and employees.
- Accomplishment metrics.
- Helped us to decide where we wanted to go and how we wanted to get there.
- Surviving and thriving over the past 3 years despite economic downturn.
- Colleges and units working together.
- Little bit of blurring of territory and ownership.
- Having a strategic plan has assisted Divisions/Colleges in the budgeting and planning process.
- Staying within budget parameters without sacrificing nay major constituency
- Improved relationship with local media
- Instillation of more “life” into the veins of campus
- Change in attitude of campus community (for the positive)
- Student involvement and student voice more evident.
- Taken together, the building and enhancing of the infrastructure to reach our goals.
- General internal harmony.
- Different types of new leadership in the campus community for ex. CSAC.
- Improvements in time of budget cuts
- High-tech classrooms make teaching so much better.
- Things like the progress made in terms of the colleges' plans, the master plan (facilities), the idea that we are making progress towards a collaborative plan/outcome.
- Using valuable financial/human resources in a priority plan.
- The strength, recognition, importance of our “Administrative Services Division.”
- Recognition of work of each department/office
- Communication – dialog – A collaboration of individual colleges/constituencies to see how each is a part of the whole university.
- Emphasis of services – altruism brought to the attention of students, faculty and staff, community.
- Faculty Compact.
- Real visible improvements in how the campus looks which engenders pride and everyday satisfaction.
- Bringing attention to work/life balance issues for everyone.
- Support for classified staff and their involvement in university governance is a change: lots of talent in this group.
- Beginning the process of moving out of the ivory tower and into the “living room” – the place that matters.
- The fact that the University embraces the community and vice versa is very encouraging and positive.
- To emerge with a clear vision and set of directions that helps to ground future initiatives campus-wide and college-wide.
- It is clear that the process has provided rationale for moving forward with projects which have been in discussion but stalled out.
- We have all worked hard at it and have made excellent progress. So, our process has been horizontally distinctive.
- Real opportunity for anyone to be involved and have a voice.
- Some future promise.
- There is, among many, an energy and desire to excel that did not exist before.
Green Campus/ Award/ Emphasis on Environment and Renovation
- Green campus accomplishments.
- “Green campus” accomplishments.
- I think that the University has done an outstanding job of recognizing and addressing environmental and “green” issues
- “Green” energy conservation – 2003 EPA Leadership Award.
- EPA Award.
- The University's commitment to Green Policies, especially the environmental studies programs.
- Green principles.
- Moving “green” principles forward in so many ways.
- Greening of campus
- “Green” perspective.
- The commitment to “green” principles.
- The “green” cultural norm.
- Another significant accomplishment is our University's progress of being as environmentally friendly as possible. (Being the largest purchaser in “Green” energy in Wisconsin ).
- Green success.
- I'm pleased to hear about the “green” initiatives. These need more publicity. They get lost in all the other principles, mission statements, goals, visions, etc.
- “Green campus” distinctiveness a wonderful idea – we should blow that horn more: energy and water conservation, etc
- Maximizing and mobilizing existing resources – engaging and or securing new
- EPA Award.
- Excellence in re: to becoming more environmentally friendly.
- Green Principles.
- Renovation.
- Recognition as a “green” campus community.
- Greening the campus becoming a nationally recognized leader because of it – I am proud to t be a UWO Alumna.
- The environmental emphasis and greening of campus.
- Green Campus recognition.
Better Support of Student Advising/ Student Compact/Differential tuition
- Commitment to supporting student development.
- Improved advising.
- Expansion of staff for student advising.
- Student compact and additional advising and personalizing working with schools.
- Differential tuition will help students see a direct result of this process.
- The Student Compact.
- Student Compact.
- Differential tuition – students empowered.
- Attracting and keeping better students
- Student Compact.
- Improvements to, and recognition of expanded student services.
- Student Compact – Realignment, expansion, and integration of student support services, leading to improved retention, graduation rates, and student success.
- Horizontal – Student academic advisory improvements.
- Strengthened student support services.
- Residence Life – young students are safe – cannot be overcome by financial, emotional and substance abuse problems without response from UWO.
- Enrollment: scholarship—location.
- More degrees conferred.
New Articulation Agreements/Collaborative Programs
- Collaborative partnerships have increased and been recognized—i.e. technical schools, NEW ERA.
- Better working relationships with technical colleges.
- More work with K-12 too.
- Linkages with the technical colleges and progress toward degree completion.
- Collaborative agreements.
- Problem solver for the region
- Collaborative programs development – increase in articulation agreements, alliances, partnerships which produce enduring relationships and commitment and engagement.
- Creation of awareness for the opportunity to share programs and degrees among UW Colleges, campuses and centers. To “believe” that this is possible is an accomplishment.
- Collaboration and partnerships.
- Beginning to build programs with other institutions (nursing, aviation, etc.)
- NEW ERA
- Adding adult access.
- Improved/enhanced relationships with other education systems in City – but could always be more dialogue and attention.
- Increased awareness of and attention to activities related to engagement, collaboration and partnerships.
New or streamlined majors and programs
- Development of new programs are created in an inclusive and interdisciplinary way. (getting more out of what already exists).
- Emphasis on integrating technology and outreach in academic programs.
- Overall, we are already horizontally distinct. Our RTF major is the top in the Midwest .
- Accelerated Nursing Program
- Creating a new areas for knowledge so students can invest in their interests (i.e. environmental studies major)
- Identification of areas in general education requirements of professional school requirements that could be addressed in a collaborative fashion to improve credit to degree and quality of students entering and completing majors programs.
- I feel some of our most distinct aspects of our University are our well known education and nursing programs, and the programs we have developed to help students be as successful as possible.
- Women's Center promises to be a real focus of campus and community-wide energy.
- Residence Halls getting students engaged. I am a product of their efforts, as are most students.
- The new College of Nursing 1 year accelerated program is cutting edge program we can all learn from. – Vertical distinctiveness which lead to horizontal distinctiveness.
- The simplification of parts of gen ed requirements.
Better and more diverse students
- Some renewed focus on bringing better students to “U.”
- Increase in minority students.
- I am also impressed with the results that have provided the university with a larger, more diverse student body, as well as the dedication to providing each student with the highest quality education possible.
- The quality of incoming students has improved on paper.
- The commitment to diversity that includes and goes beyond the 4 groups first identified in the Diversity Plan.
- Upgrade in caliber of student body.
- Diversity.
- 7 National Honor Award students – excellent Minority student “success.”
- To increase overall quality and diversity of student body and thus in the community and region.
- Recognition as qualified academically – academic excellence and merit scholar enrollment.
- It's great about the increase in National Merit scholarship students but don't forget about the average students who are our bread and butter; they have “merit” too.
- Recognizing non-trad.
- A recognition of the non-traditional students as a market and new life in the Wisconsin Idea.
Increase in private giving/external funding
- More focus on bringing in private resources to the “U.”
- Modest increase in external funding
- Apparent increase in donations.
- Accomplishments: Improvements in U. Foundation.
Other comments
- Accomplishments have little to do with strategic plan – many accomplishments that would have occurred anyway are made to look like the came about because of strategic planning.
- Note – At least in the sciences, increased grant money was NOT due to strategic planning it was due to hiring young, energetic, wonderfully qualified faculty…and this hiring was the job the departments.
- As above – difficult to separate “outcomes” and “benefits.”
- Note: While I think there have been many positive developments involving upper echelons of the community, I wonder if anything has been done vis-à-vis the working classes.
- I don't recognize clear, distinct leadership for external, community (local, regional) outreach. Still done departmentally without a universal approach. Are there specific goals related to regional leadership/outreach to community at large on a “citizen” level?
- What is being done regarding “town and gown” relationships? – Earth Charter summit not a community event.