Criterion Two. Preparing for the Future
- "For Wisconsin and the World" - UW-Madison's Strategic Framework
- Data Digest
Core Component 2a. The organization realistically prepares for a future shaped by multiple societal and economic trends.
- “Average Time to Masters and Doctoral Degrees by Major”
- Academic Planning and Analysis, Office of
- Committee on Institutional Cooperation (CIC)
- Connections Program (dual admission/transfer program)
- Creating Community
- Dual-Career Couple Assistance Program
- Enrollment Management, Division of
- Enrollment reports, Office of the Registrar
- “Faculty and Staff Trends by Gender and Ethnic Status”
- Faculty Salary Comparison for 2007-08, American Association of University Professors (AAUP)
- Faculty Strategic Hiring Initiative
- “First Look at First-Generation College Students at UW–Madison, A” (February, 2008)
- Graduate Engineering Research Scholars Program (GERS)*
- Plan 2008
- Plan 2008 Annual Progress Report
- Posse Foundation Program
- “Projections of Wisconsin High School Graduates and Implications for UW–Madison Admissions” (2003)
- Vice Provost for Diversity and Climate, Office of the
- Wisconsin Center for the Advancement of Post-Secondary Education (WISCAPE)
- Women in Science and Engineering Leadership Institute (WISELI)
- Worldwide Universities Network (WUN)
Core Component 2b. The organization's resource base supports its educational programs and its plans for maintaining and strengthening their quality in the future.
- Accountability reports, UW System
- Campus Master Plan
- “Characteristics of First-Generation New Students at UW-Madison”
- Cluster Hiring Initiative
- Graduate Student Stipend Committee report (Letters & Science)
- Great People, Great Place Initiative
- “Housing Effect on First-Year Outcomes (the)”
- Madison Initiative for Undergraduates - A proposed supplemental tuition charge to be phased in during the next four years to improve the quality and long-term value of undergraduate education and make it affordable to all.
- Policies and Procedures, UW System
- Tuition Remission Task Force report (February 2006)
- University of Wisconsin Foundation
- Vice Chancellor for Administration
- Wisconsin Naming Partnership
Core component 2c. The organization's ongoing evaluation and assessment processes provide reliable evidence of institutional effectiveness that clearly informs strategies for continuous improvement.
- Administrative Process Redesign
- Campus Strategic Plans (please see Criterion 1c.)
- School/College/Unit Strategic Plans
- Strategic Planning Model, Office of Quality Improvement
- Quality Improvement, Office of
Core component 2d. All levels of planning align with the organization's mission, thereby enhancing its capacity to fulfill that mission.
- School/College Alignment with Campus Strategic Framework
- Campus Master Plan
- Campus facilities changes presentation “College on the Hill—Past, Present and Future”
- Campus facilities changes presentation “Investing in 21st Century Research”
- Child Care and Family Resources, Office of
- Emergency Management Unit
- Organizational Chart, Office of the Chief Information Officer (CIO)
- University Health Services
- University Police Department
- University of Wisconsin System Advantage Wisconsin (System strategic plan, 2007)
- Growth Agenda Action Steps (2009)
- We Conserve Campaign
- Wisconsin Idea Project