UW System More Graduates

• 80,000 additional graduates by 2025• Systematic process to drive progress and deliver

results– Clear goals– Data for measuring

progress– Regular feedback– Best practices

7,700

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10/11 11/12 12/13 13/14 14/15 15/16 16/17 17/18 18/19 19/20 20/21 21/22 22/23 23/24 24/25 25/26Base Year2008-09

Cumulative Additional Grads 80,000

Impact Points

Retention Rates Graduation Rates (New Freshmen & (New Freshmen & H.S. Grad Rates Transfers) Transfers)

College Transfer Going Rates Rates

Populations of Opportunity:-Adult Students-Students of Color-First Generation Students-Low-Income Students

K-12 H.S. Graduation Higher Education College Degree # of Graduates # of Degrees

Initial Commitments

• 2025 goals with milestones at 2015 and 2020• A2S commitment to cut gaps in half by 2015

imbedded in each campus plan• Minimum of 3% point gain in retention and

graduation rates on each campus• Annual accountability report• Plans and targets revisited annually to adjust for

changing conditions

MoreGraduates

forWisconsin

Enhancethe Pipeline

ImproveResults

IncreaseEnrollment

OfferAlternativePathways

University of Wisconsin – Eau Claire

Evidence-based Higher Education Administration: the University of

Wisconsin – Eau Claire Experience

Michael R. WickAssociate Vice Chancellor for

Academic Affairs

Patricia A. KleineProvost and Vice Chancellor for

Academic Affairs

Wisconsin’s MostBeautiful Campus

The Times They Are a Changin’

A Baseline Study

Telling Our Story

“…the study of _____ is inherently transformational…”

“____ enjoys an excellent reputation as a teaching and advising department…”

“…all _____ courses require writing and analysis, and ____faculty engage in pedagogy to support active learning to the extent possible…”

“… _____ has a longstanding tradition of quality instruction and a demonstrated commitment to transformative student learning … at the departmental level, over the past year we have been working on some major curricular revisions intentionally designed to create a learning experience for our majors that is progressive, relevant, and dynamic…”

Inspiration & Experimentation

The Delaware Study

Equity Scorecard

Climate Survey

Equity Scorecard

Compass Project

Growth Agenda

Outcomes-Based Curriculum

Performance-based Budgeting

Our Path to “Evidence-Based”

Low Stakes High Stakes

High Veracity

Low Veracity

Experience I:Equity Scorecard

Experience II:Compass

PsychologyOf

Women

ResearchApprentice

Experience II:Growth Agenda

Zoomed View

Modeling Throughput

Experience-Informed

Degree Audit/Transcript Analysis

Experience-Informed

Leading Indicators@ Eau Claire

Speculative Indicators

Student Engagement

Statistical Indicators

Preliminary Leading Indicators @ Eau Claire

Four-Year Graduation Rate

CL MathFour-Year Graduation Rate

Students Retained to 3rd Year

Self-Paced Modules with Care Center

Support

AdvisingInitiative

Completed 60+ Credits in First Two Years

Four-Year Graduation Rate

Needs More Investigation

AdvisingInitiative

Progress to Date

Educational Attainment

Lessons Learned

• Use “big picture” ideology to overcome faculty criticism of data and data collection process.

• Empower faculty to draw conclusions from the data rather than having those conclusions drawn centrally.

• Connect the data to the value system of the faculty.

• Share the data widely and openly.• Be prepared to be evidence-based in all

initiatives.

Questions

Michael R. WickAssociate Vice Chancellor for Academic Affairs

University of Wisconsin – Eau Claire

wickmr@uwec.edu