Task Force Membership and Charge Climate of Innovation: Overview and Context The Superior Innovation Initiative Pursuing Partnerships◦ Outreach and Alternative Delivery◦ Admissions◦ Other collaborative opportunities

Open-space Activity

Charge: To develop a process with clear outcomes to engage the faculty and instructional academic staff in strategies to innovate and streamline the curriculum in academic programs and general education.

Goal: To create and implement a process that reduces the academic affairs structural deficit, thereby better aligning our curriculum to meet our budget, as well as identify ways to attract new populations of students.

BrentNotbohm

Karen Heikel

Rick Moran

MariaCuzzo

Faith Hensrud

NickSloboda

MonicaRoth Day

JaysonIwen

Budget Challenges: A perfect storm◦ Reduction in state funding, declining enrollments and

tuition freeze Our Solution◦ Task force created out of discussions between

administration and governance◦ Address the structural deficit of unfunded adjuncts and

overload ◦ Enrollment growth is the key to fiscal stability

From Program Prioritization to Streamlining to Innovation

Research process Innovation: State and National Context Our approach to innovation◦ Understanding regional needs◦ Recognize our unique strengths◦ Bottom-up approach

Cultivate a culture of innovation◦ Risk tolerance◦ Cross-pollination◦ Time

Purpose: ◦ To encourage innovations (big and small) that will allow

us to increase student enrollment (recruitment and retention) and enhance revenue for the institution.

Goals: 1. Increase student enrollment by 400 students in Fall 2018; 2. Increase non-tuition revenue; 3. Cultivate a climate of innovation.

Resources: $200,000 (UW System innovation funding)

Enrollment Based Initiatives: (priority is given to these proposals)◦ Focused on increasing enrollment through recruitment

or retention. ◦ Examples:

Diversifying Revenue Sources (Non-enrollment based initiatives):◦ Focused on increasing non-tuition revenue streams. ◦ Examples:

Must recruit 40 to 100 new students over two years Can receive start-up funding up to $50,000 Revenue Generation:◦ 100 students generate approximately $700,000 in tuition revenue.

Academic programs must be approved and available for student enrollment by Fall 2016 or Spring 2017.*

Examples:

Projects must recruit or retain 5 to 20+ students each year

Can receive start-up funding between $5,000 and $10,000 May be implemented as soon as Spring 2016 Funding preference will be given to projects with earlier

implementation dates Examples:

Non-enrollment based initiatives that create revenue streams

Can propose Big “I” or Small “i” projects Examples:◦ Licensing intellectual property◦ Renting out portions of campus◦ Summer camps◦ Consulting team◦ STEM summer program◦ Grants and gifts◦ Others?

Do you have an initiative that is already in progress? Do you have a new idea that may not require funding? If it impacts enrollment or revenue, we want to hear

about it Capture all ideas to meet our goal of 400 students Use the application form to describe your initiative

(leave budget section blank) Document and recognize innovative work that may

inspire other creative endeavors

Sustainability: This is one time funding. ◦ The expectation is that the initiative would bring in the revenue

to be sustained over time

Examples: hiring of consultants, travel or S&E to research best practices, course reassign time, overload or stipend, marketing, student workers, new equipment, supplies, etc.

Exclusions: Funding may not be used for permanent positions or any recurring expenses

Priority for funding will be given to programs attract or retain students that can be implemented by Fall 2016 or Spring 2017

Market Research:◦ Must identify market research in your proposal◦ UW Superior Administration will cover all expenses

needed to conduct market research for all funded proposals

Encourage innovations of all size and type

September 15: Selection Committee announced October 1: All proposals are due – use application form

October 15: Top proposals selected for the Big Pitch(a public presentation of the proposal – more details to come)

First or Second week in November-TBD: Big Pitch presentations (open to campus)

November 25: Committee recommendations to Chancellor

December 8: Chancellor announces decisions; Work begins on funded proposals

Complete the application form by October 1st◦ Pages 4-6 of handout

Superior Innovation Selection Committee: Provost, at-large Faculty member, Instructional Academic Staff member, University Staff member, and representatives from Faculty Senate, Enrollment Management, and Campus Life.

Committee will review all submissions based on the criteria in the handout◦ Select proposal to advance to the Big Pitch◦ Make recommendations to the Chancellor

Outreach and Alternative Delivery Admissions Pursuing Partnerships with other units

Alternative Delivery = How a course is delivered◦ Face to face◦ Hybrid - part online part face to face – many scheduling

options can involve evenings and weekends◦ Interactive TV (dial in from one or multiple sites)◦ Manipulate the length (8 week online courses attractive

to adult learners)◦ Weekend courses◦ Evening courses◦ Cohort models (lock step or open entry)◦ Satellite classrooms

Other ways to grant credit◦ Prior learning assessment◦ Increase in number of transfer credits accepted ◦ Certificate programs (“parts” of degrees or totally new

options”) Strategic use of summer – consider WHAT vs. WHO

Know your population – most are UWS jrs and srs Offer courses in bottleneck areas (during academic year) Stagger offerings to avoid overlap Increase online offerings Avoid (time) gaps between spring and summer

Increase Outreach and Campus Visibility◦ Satellite/cohort offerings at employer’s site◦ Campus/Community partnerships◦ Attach a credit option for conference participation and

assignment completion (via Instructor of Record)◦ Creation of a Center for Community Engaged

Learning

The reality of a modern student, their stories◦ Nationally, over 50% change majors◦ Instantaneous response expectation◦ 5-8 college applications are the norm◦ Multiple “SOAR” registrations are becoming common◦ AP, CLEP, PSEO, YO classes are the norm

What can we do to accommodate these new expectations and create a better experience for our prospective students?

Understand the expectations of the student

Admissions Previews and SOAR events◦ Academic and Student Service participation

Guest speaking at local middle schools, high schools, and Community Colleges◦ I have several opportunities available this fall

Admissions Staff Meetings, open invitation

Retention and Recruitment have a stronger correlation than you may think◦ 2012 Cohort Example◦ Our most influential recruiters are our students◦ If retention stays the same, we have a monumental

recruitment task to meet +400 goal◦ The evidence is in the data

We must never “stop” recruiting, especially with so much competition in our backyard

Examples: Research centers and institutes Campus Life/Residence Life Continuing Education High Impact Practices Advancement: funding Athletics Office of International Programs Others?

What is open space? What are the principles? What is our outline of design? (Handout)

If anything were possible, what innovative topics would you consider to:◦ Attract new students?◦ Retain students ?◦ Develop new revenue sources?

New beginning and start of the conversation Looking at follow-up opportunities for dialogue Applications are due on October 1st Big Pitch Open Session – early November Change our Story and imagine the future of our

institution Think, strategize and submit your ideas by Oct. 1