University of Wyoming (067)

1999 UW Strategic Plan

Goal 1: Teaching, Recruitment, and Retention 12

Goal 2: Research, Scholarship, and Creative Activity 19

Goal 3: Campus Environment 20

Goal 4: Public Service 25

Philip L. Dubois, President

University of Wyoming

PO Box 3434

Room 206, Old Main

Laramie, WY 82071

(307) 766-4121

pdubois@uwyo.edu

Donna Bagby, Special Assistant to the President

University of Wyoming

PO Box 3434

Room 206, Old Main

Laramie, WY 82071

(307) 766-4121

dbagby@uwyo.edu

VPAA Vice President for Academic Affairs

Tom Buchanan, (307) 766-4286, 312 Old Main, tombuch@uwyo.edu

VPF Vice President for Administration and Finance

Dan Baccari, (307) 766-3306, 202 Old Main, dbaccari@uwyo.edu

VPIA Vice President for Institutional Advancement and Development

Ben Blalock, (307) 766-6300, Foundation, 1200 Ivinson, bblalock@uwyo.edu

VPIT Vice President for Information Technology

Robert Aylward, (307) 766-4860, 408A Old Main, raylward@uwyo.edu

VPR Vice President for Research

Bill Gern, (307) 766-5353, 305 Old Main, willger@uwyo.edu

VPSA Vice President for Student Affairs

Jim Hurst, (307) 766-5123, 318 Old Main, jhurst@uwyo.edu

SA/E Special Assistant to the President for External and Governmental Relations

Scott Farris, (307) 766-2105, 206 Old Main, sfarris@uwyo.edu

AD Athletic Director

Lee Moon, (307) 766-2292, 122 Fieldhouse North, lmoon@uwyo.edu

Changes in the 1999 Strategic Plan: This plan builds on the 1997 Strategic Plan Update and is grounded in the University’s mission statement. The four goals of the previous plan and the philosophy statement have remained the same. The situation analysis has been rewritten to reflect current conditions. The objectives are prioritized and have been reduced from 11 to eight items. (Objectives 1.2/1.3, Objectives 2.1/2.2, and Objectives 4.1/4.2 from the previous plan have been combined.) Strategies have been developed according to the action items in the UW Academic Plan, 1999-2004. The administrator responsible for each strategy is noted. The number of performance measures has been reduced from 33 to 25. The office responsible for the data is noted in parentheses after each measure.

GOAL 1: To provide excellent undergraduate, graduate, and continuing education opportunities in the liberal arts and selected professional disciplines to prepare students for productive lives

Objective 1.1 (priority #1): Sustain curricular and teaching excellence according to UW's status as a land-grant institution as described in the 1862 Morrill Act.

Objective 1.2 (priority #2): Emphasize student recruitment, retention, and timely graduation, ensuring both access and opportunity for new and continuing students.

GOAL 2: To conduct basic and applied research and creative activities in an atmosphere of free inquiry and expression

Objective 2.1 (priority #3): Maintain excellence in scholarly programs of research and creative activity consistent with UW's national ranking as a research institution.

Objective 2.2 (priority #5): Maintain libraries, archives, and museums to meet the academic needs of our faculty and students and to support the creation of new insights into the issues that confront our citizens.

GOAL 3: To establish and maintain an environment in which educational, professional, cultural, social, athletic, and other activities are experienced in a manner benefiting students and Wyoming citizens

Objective 3.1 (priority #4): Maintain and enhance an environment in which all interactions and activities both in and out of the classroom support teaching and learning for the UW community and Wyoming citizens.

Objective 3.2 (priority #7): Maintain and enhance an administrative, fiscal, and physical environment which supports UW's mission.

Objective 3.3 (priority #8): Maintain the minimum number of sports required for competition at the Division I-A level, comply with all NCAA and conference rules and regulations, meet federal standards for Title IX compliance, provide competitive opportunities for Wyoming athletes, assure adequate facilities for competition and practice, establish a record of success, and support student-athletes in the attainment of their personal goals.

GOAL 4: To employ the University's special capabilities, resources, and expertise to define and solve societal problems, assist in economic development, and enrich the quality of life for Wyoming people

Objective 4.1 (priority #6): Provide leadership for Wyoming's future by identifying, developing, and providing needed expertise to support the State of Wyoming.

(Adopted October 21, 1988—to be revised during the 1999-2000 academic year)

The University will attract capable students who will provide future leadership for the State and nation, and it will be particularly attentive to the needs of Wyoming students, members of underrepresented groups, and the gifted. The University is dedicated to promoting an environment of excellence and achievement that encourages the full personal development of those it serves and of those who serve the University. To meet this goal, the University will preserve, interpret, create, and transmit knowledge in an atmosphere of free inquiry and expression. This environment, reflecting America’s rich multicultural character at its best, is intended to stimulate growth of mind and body, inspire the spirit, and promote fulfilling careers and life-long contributions to the State and nation. To help assure programmatic excellence, the University will attract, develop, and retain outstanding faculty and staff; provide superior library, laboratory, and computer facilities; and engage in ongoing planning to balance resources and enrollments.

The specific elements of the University’s mission include:

Excellent baccalaureate instruction in a broad array of programs: Undergraduate education will be based on successful completion of college preparatory work in high school and coordination with both secondary education and the community colleges. Each student must master the fundamental concepts and applications of at least one major and all majors will be based on the solid foundation of a general studies program. University graduates will be exposed to our rich human heritage, with the ability to comprehend differing methods used by the arts, humanities, and sciences in creating that heritage; develop the ability to make ethical and critical judgments; and use language and other forms of symbolic expression.

Graduate programs of recognized excellence in disciplinary and inter-disciplinary fields: Particular emphasis will be placed on faculty strength in teaching, research, and creative activity; critical mass of faculty and students; student quality; compatibility with other established University programs; and contributions to the State’s and nation’s cultural, scientific, social, and economic needs.

Outstanding basic and applied research and creative activity: Research and creative activity cannot be separated from teaching. Research and creative activity promote instructional excellence through developing new knowledge and techniques, allowing new information and perspectives to be shared swiftly in the classroom, and introducing students to emerging fields. Moreover, excellent research and creative activity result in regional and national recognition that enhances the value of a University of Wyoming degree. To advance outstanding instruction, contribute new knowledge, and place the University among the nation’s leading land-grant research institutions, UW will identify and promote disciplinary and interdisciplinary emphasis areas in research and creative activity that complement our educational programs.

Superior outreach and extension activities: The University will provide coordinated service to the people of Wyoming through credit and non-credit instruction, lifelong learning, professional, and cultural programming. As part of outreach, the University will disseminate widely the results of its basic and applied research and, when appropriate, direct research to meet economic, social, and cultural challenges faced by the State and nation.

The University of Wyoming was established by the Wyoming Territorial Legislature in 1886. The legislative act stated that the University was "to provide an efficient means of importing to young men and young women, on equal terms, a liberal education and thorough knowledge of the different branches of literature, the arts and sciences, with their varied applications." Federal approval, requirements, and funding to operate UW as a land-grant university were confirmed by Article 7, Section 15 of the Wyoming Constitution. In the land-grant mission the three components—teaching, research, and service—are inextricably interwoven.

Teaching: Instruction at UW is undergirded by the belief in the importance of imparting a liberal (well-rounded) education, together with a thorough knowledge of the various branches connected with scientific and professional pursuits. Student success is central to UW's philosophy. Consequently, teaching in all its forms is valued highly. UW has a comprehensive review system in place for continuously improving its academic programs as well as teaching performance and productivity. The University continues to develop tools that will adequately assess student learning. The intrinsic value of a well-educated population includes the advantages of better jobs, openness to new ideas, flexibility, and the ability to pursue new forms of knowledge. Education is central to a strong democracy.

Research: Because knowledge is increasing exponentially, it is essential that the University have faculty members pursuing various modes of scholarship—in research laboratories, in libraries, and in studios. Research programs provide a means for preparing undergraduate and graduate students for a future that will be different from today. Research, creative, and scholarly activities are also the underpinnings of vigorous graduate programs. The University's research enterprise is an important resource to assist Wyoming’s economic development.

Service: Through public service, the University's special capabilities and expertise are extended statewide. By taking UW's teaching and research programs off campus, the University of Wyoming supports a variety of State needs. UW's outreach includes credit and non-credit courses, undergraduate and graduate degree programs, cultural/informational programming, and advisory/consulting services. The University of Wyoming is committed to employing its resources to address societal problems, to assist in economic development, and to enhance the quality of life and the development of skills for Wyoming citizens.

Management: The management of the University of Wyoming is constitutionally entrusted to the UW Board of Trustees with powers and duties defined by the Legislature. On a regular basis, the Trustees and the administration review University programs and support elements, seeking the most efficient and effective means to carry out UW’s mission in response to State needs. Educational quality and access are of primary importance. Continuous professional development of faculty and staff is strongly supported.

Planning Principles and Assumptions: The following set of constraining principles shapes all planning processes at the University:

• Effective University planning and decision-making requires collaboration among all of the University's stakeholders, including Trustees, administrative officials, faculty, staff, students, and external constituents.

• The University's first mission is to provide excellent baccalaureate instruction.

• There is value in the University's research stature.

• High-quality educational opportunities are of paramount importance.

• The work of the faculty needs judicious support—in teaching, advising, research, and service.

• Our strength is in diversity.

• All academic programs have benefits and costs.

• A successful university is more than a collection of discrete programs.

• The University will make every effort to minimize dislocations of faculty, staff, and students.

The University of Wyoming is dedicated to quality in its core missions of teaching, research, and public service. UW has a tradition of long-term planning (other documents noted in the 1997 UW Strategic Plan Update). In 1998-99, under the leadership of President Philip Dubois, the University embarked on a new course of "academic planning" to enable it to adjust to changes in its constituents and their needs.

No planning process can be successful without an understanding of the environment within which the plan will operate—as well as an educated guess concerning future conditions that will affect the institution. The following topics describe significant internal and external factors that have influenced the strategic plan:

UW’s Unique Role: In its role as the sole four-year, state-supported institution of higher education in Wyoming, UW will continually be called upon to be responsive to the State constituency and to deliver educational programs of acceptably high quality. Demands for undergraduate and graduate programs will change—particularly those that can be offered off-campus. The University will share the expertise of its faculty and staff with Wyoming citizens through community service and through the application of its research efforts.

Understanding Scholarship: The public perception of the University’s scholarly activities must be broadened and clarified. Scholarship is more than a means to recognition, promotion, and tenure for an individual scholar. In an institution of higher learning, teachers must continue their own learning and provide models of learning for their students. Scholarship provides evidence of continued learning and serves as re-certification for faculty. This assures Wyoming residents that they are making a sound investment in UW. Sustaining Carnegie Foundation Research II ranking adds to UW's national stature and aids in faculty recruitment and extramural funding.

Funding Constraints: Although the cost of higher education has increased dramatically over the past decade, UW's share of State and federal resources will likely continue to flatten or decrease because of limited funding growth as well as competing demands for K-12 education reform, correctional facilities, health-care, and entitlements. State monies are a smaller percentage of the University budget than they were a decade ago. Thus, a larger percentage of the University’s budget will be generated from self-generated revenue (tuition, private dollars, and research/grant funding). These constraints challenge UW to develop more resources to accomplish its mission and to find areas where we can be more efficient.

Changing Needs of Students: Four national trends suggest changing needs of students, increasing numbers of female students, employed students, adults needing mid-career job retraining/re-education, and outreach students needing distance-learning opportunities. The University is committed to accommodating to these trends.

Enrollment and Access: The University’s enrollment has dropped in recent years, with the greatest decline occurring among part-time students. Moreover, while future enrollments in the rest of the nation are anticipated to increase, Wyoming appears to face a potential 18% decrease in Wyoming high school graduates over the next decade. If UW is to maintain the breadth of programs the State's residents expect, it will need to develop approaches for increasing and maintaining its student enrollment through creative recruitment strategies, retention efforts, and distance-education programs.

Partnerships: To serve Wyoming citizens and students more effectively, it will be increasingly important to maintain existing partnerships and to develop new ones. In particular, it will be important to develop enhanced linkages between UW departments/colleges and K-12 schools and the community colleges in the areas of more refined articulation of degree requirements, academic preparation, recruitment, and collaboration in workforce preparation for an improved State economy. Wyoming’s community colleges will continue to be a significant factor in addressing higher education needs in Wyoming, a source of transfer students to the University, and partners in the University’s outreach efforts.

Accountability, Rewards, and Academic Priorities: Changes in public opinion have resulted in greater focus on access to education, costs of higher education, a customer-based approach, a full spectrum of research and development activities to enhance economic development, performance measures, and managerial efficiency. Higher education institutions throughout the nation face persisting demands for greater accountability via outcomes assessment, workload monitoring, post-tenure review, etc. UW has already instituted these programs. Additional accountability systems flowing from the priorities of the UW Academic Plan must be balanced with effective rewards and recognition.

Attention to Broader Contexts: Although the principal focus as Wyoming’s center of higher learning relates to Wyoming and its people, the University does not serve the State well by restricting its view to the State. The informational, economic, and cultural needs of Wyoming can only be met by a university that attends to regional, national, and international issues and events.

Economic Development: Wyoming needs to diversify its economy. From 1990-1996, the U.S. Census Bureau estimated the State's population between the ages of 25-29 declined nearly 20%. The age group from 30-34 decreased by nearly 28%. This decline is rooted primarily in a lack of well-paying jobs. Universities are increasingly viewed as major sources of new innovation to support economic development and diversification. In Wyoming, UW can be a major catalyst for economic change. The University must reconsider, redefine, and realign traditional faculty roles and develop mechanisms to support and reward faculty who pursue projects important to Wyoming and UW.

Changing Labor Markets: With scientific/technological advances and the shift to a global economy, a baccalaureate degree (frequently post-graduate education) is essential to success in the work place. Increasing numbers of citizens are seeking second careers and demanding specific educational programs—in science, technology, business, and international perspectives.

Changing Technology: Computers and telecommunication technologies are now essential for delivery and acquisition of information and instruction. They permit UW to serve more students more effectively and make outreach more efficient and widespread. The University has an opportunity to reach a greater number of students but faces the concomitant challenge of out-of-state competition. Research and the dissemination of new knowledge are dependent on these rapidly expanding technologies.

Regulatory Burdens: Federal requirements (affirmative action, student records, contract administration, and required services for specially identified/protected populations) impact students, faculty, staff, and Wyoming citizens. The Americans with Disabilities Act (ADA), the occupational Safety and Hazards Act (OSHA), and other federal regulations have been increasing year by year. Unfunded mandates (and escalating building costs) divert funds away from teaching, research, and service. Laws affecting support for student financial aid and changes in student loan rules affect educational access for students.

Costs of Higher Education: Students and parents see that higher education is essential, but the costs can be prohibitive. Although the University’s tuition continues to be in the lowest quartile nationally, there now is concern that further tuition increases, coupled with an uncertain future for federal student aid, may put the price of higher education outside the reach of some Wyoming students and their families.

State Funding: The ratio of State-to-University funding has declined steadily. It is likely that state funding will remain static or even decrease further. Mineral royalty income and appropriations from federal formula funds are expected to remain flat. Consequently, UW has to rely more upon own-source revenues (primarily tuition), private fund-raising, and internal reallocations.

Tuition and Student Financial Aid: Wyoming's Constitution stipulates University tuition shall be "...as nearly free as possible." Past State support has allowed UW to keep both in-state and non-resident tuition costs among the lowest in America—traditionally, in the lowest 25th percentile. Income from student tuition and fees is dependent upon enrollment, which hinges on the availability of student financial aid. Because of the rapid increase in tuition and other costs over the past decade, the administration is committed to a thorough review of the costs of attendance and the student financial aid program to ensure that a University of Wyoming education remains accessible for every qualified student.

Research Funding: Decreasing research funding in some of the federal agencies (and money that passes from federal agencies to state agencies and subsequently to the University) will impact the University. Due to the complex and interlocking nature of research programs with instruction and service, it is difficult to predict the effects at this time. The University currently maintains many federal, state, and industry supported research, academic, and student service programs—too many to list specifically in this document.

Private Funding: Additional emphasis has been put on private fund-raising. Although most gifts are earmarked for specific purposes, private support still provides an extra margin of excellence. Gifts and private contributions are expected to increase. In the short-term, it is expected that endowment income will experience modest growth, with the return dependent upon performance of the market and interest rates. Investment income will experience steady growth.

Grants and Contracts: The University’s revenue from government grants and contracts has increased and set records for the past 13 years. Because of the volatility and unpredictability of congressional decisions, however, the future of such government funding is uncertain.

Auxiliary Enterprises: Income from sales and services, one of the major sources of pledged revenue for bonded indebtedness, will fluctuate directly with student enrollment and the cost incurred to provide the services.

Commercial Activities: Revenue from intellectual property arising from UW research is small but growing. The University is pursuing commercialization of intellectual property stemming from research (i.e., the selling of patents and intellectual property) with the specific goal of increasing revenues and supporting the growth of a technology-related business sector in Wyoming's economy. A major initiative in this area is the creation of a technology transfer center, the UW Research Products Center, in partnership with the Wyoming Business Council.

Review Process: Internally, the Trustees, administrators, faculty, and staff have intensified their continual review of the University's organizational structure as well as the need for specific academic and support programs. Decisions are made about which programs should be enhanced or reduced—and whether the University should ask entities from the private sector to provide selected services. This effort has intensified with the initiation of the academic planning process.

Support for State Agencies: The forging of partnerships with UW and state agencies avoids duplication, promotes efficiency, and is mutually beneficial. All seven of the University's colleges support a variety of programs in state agencies. For example, the College of Health Sciences interacts in a collaborative manner with the Department of Health, the State Hospital, and the State Penitentiary to provide advising, educational programming, research, and/or services. The College of Law's Prosecutor Assistance Clinic and Defender Aid Clinic assist the Attorney General's Office, county prosecutors, and prisoners incarcerated in the Rawlins and Lusk prisons. The colleges also support federal, city, and county agencies.

Cooperation with Community Colleges and School Districts: Wyoming has avoided the cost and redundancy inherent in multiple four-year institutions of higher education. Instead, the Wyoming Education Planning and Coordinating Council (WEPCC) provides a forum to discuss how Wyoming's University, community colleges and school districts can cooperate more closely. Landmark results achieved in cooperative efforts between UW and the seven community colleges include common course numbering and specific agreements ensuring the transfer of academic credits (97% transferability) and dual admissions opportunities. In addition, UW has a unique partnership with Casper College (UW/CC) which includes placement of full-time, resident University faculty at UW/Casper College Center currently to offer 11 undergraduate and 5 graduate programs on site. At other Wyoming locations, UW offers 5 undergraduate and 6 graduate programs.

Educational Consortia: Duplication of low-demand and/or high-cost programs for UW students is avoided by participation in educational consortia. UW has joined the medical education program WWAMI (Washington, Wyoming, Alaska, Montana, and Idaho), which allows Wyoming students to take the first year of medical school in their home state, study at the University of Washington, and do internships in Wyoming or other rural states. The Western Interstate Commission for Higher Education (WICHE) gives Wyoming residents the opportunity to enroll in other expensive programs not available at the University (e.g., dentistry, optometry, and physical therapy).

Institutional Strengths: Since its founding in 1886, the University has enjoyed statewide support, close ties with state agencies, and a unique identity as the only four-year degree-granting institution in the State. Other enduring strengths are an energetic student population drawn from all 50 states and more than 50 countries; a dedicated and hard-working faculty, staff, and administration; a favorable faculty-student ratio; a strong commitment to teaching and undergraduate education; and a beautiful campus. UW strengths also are manifest in the admission standards, the skills and knowledge its graduates take to the workplace, the national and international recognition given its programs of research and creative activities, the growing number of UW/community college cooperative agreements, the credit and non-credit programs available in all 23 Wyoming counties, the statewide telecommunications system, and a strong commitment to the land-grant philosophy. The academic planning process has focused on strengthening key programs through resource allocation/reallocation.

Institutional Weaknesses: Unfortunately, faculty, staff, and administrator salaries have lagged behind cost of living increases and are below averages for comparator institutions. There are further problems in the maintenance of UW's exceptional physical plant because of the growing backlog of critical deferred maintenance items and deterioration of teaching and research equipment. The University is falling behind in technology, in the Libraries’ purchasing power, in instructional and research equipment, in classroom modernization, and in its overall operating budget. The University lacks faculty depth in several key areas. Efforts to attract students of color, students with disabilities, and other underrepresented groups have yet to yield impressive results.

Commitment to Change: Given this mix of demands, constraints, and opportunities, the UW community needs to adapt to inevitable changes. To continuously improve educational quality, to be more responsive to students, to use resources more effectively, and to advance Wyoming's economic development, UW is moving in the directions stated in the UW Academic Plan, 1999-2004 and this 1999 UW Strategic Plan.

GOAL 1: To provide excellent undergraduate, graduate, and continuing education opportunities in the liberal arts and selected professional disciplines to prepare students for productive lives

Objective 1.1 (priority #1): Sustain curricular and teaching excellence according to UW's status as a land-grant institution as described in the 1862 Morrill Act, and focus the University curriculum for excellence by emphasizing specific disciplinary areas.

Objective 1.2 (priority #2): Emphasize student recruitment, retention, and timely graduation, ensuring access and opportunity for on- and off-campus students.

GOAL 2: To conduct basic and applied research and creative activities in an atmosphere of free inquiry and expression

Objective 2.1 (priority #3): Maintain excellence in scholarly programs of research and creative activity consistent with UW's national ranking as a research institution.

Objective 2.2 (priority #7): Maintain libraries, archives, and museums to meet the academic needs of our faculty and students and to support the creation of new insights into the issues that confront our citizens.

GOAL 3: To establish and maintain an environment in which educational, professional, cultural, social, athletic, and other activities are experienced in a manner benefiting students and Wyoming citizens

Objective 3.1 (priority #4): Maintain and enhance an environment in which all interactions and activities both in and out of the classroom support teaching and learning for the UW community and Wyoming citizens.

Objective 3.2 (priority #6): Maintain and enhance an administrative, fiscal, and physical environment which supports UW's mission.

Objective 3.3 (priority #8): Maintain the minimum number of sports required for competition at the Division I-A level, comply with all NCAA and conference rules and regulations, meet federal standards for Title IX compliance, provide competitive opportunities for Wyoming athletes, assure adequate facilities for competition and practice, establish a record of success, and support student-athletes in the attainment of their personal goals.

GOAL 4: To employ the special capabilities, resources, and expertise to define and solve societal problems, assist in economic development, and enrich the quality of life for Wyoming people

Objective 4.1 (priority #5): Provide leadership for Wyoming's future by identifying, developing, and providing needed expertise to support the State of Wyoming.

GOAL 1—Teaching, recruitment, retention

Objective 1.1—Curriculum and teaching

Proportion of programs accredited (for which accreditation is sought) (Academic Affairs; Colleges)

Target for 2003-04: 100% accreditation

Baseline (1998-99): 100% (26 programs)

Pass rates on licensure/certification exams (for which national norms are available) (Colleges)

Target for 2003-04: Exceed national pass rates on 80% of exams

Baseline (1997-98): 75% (8 exams)

Student satisfaction with academics, including advisor information and availability, class size, classrooms, course variety, course content, faculty attitude, faculty availability, instruction, labs, preparation for future, study areas, tests and grades, tutoring (ACT Student Opinion Survey, alternate years) (Student Affairs conducts survey)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1997-98): 70%

Proportion of academic units implementing their assessment of learning plans (Academic Affairs)

Target for 2003-04: 100%

Baseline (1998-99): 66% (27/41 units)

Student satisfaction with computer services (ACT Student Opinion Survey, alternate years) (Student Affairs conducts survey)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1997-98): 72%

Objective 1.2—Recruitment, retention, timely graduation, and access

Fall enrollments (including full-time and part-time students) (Institutional Analysis)

Freshman fall-to-fall retention rates (Institutional Analysis)

Target for 2003-04: 80% freshman-to-sophomore retention

Baseline (1997-98): 75%

Six-year graduation rates for first-time, full-time freshmen (Institutional Analysis)

Target for 2003-04: 50% six-year graduation rate

Baseline (1997-98): 48%

Time-to-degree for graduate/professional students (College of Law, Graduate School)

Target for 2003-04: Rates at national averages

Baseline (1997-98): 3/3 for Law; 8.2/7.3 for Ph.D.

GOAL 2—Research activity and support

Objective 2.1—Research, scholarly, and creative activities

Total dollars of funding from grants and contracts (including financial aid) (Research)

Target for 2003-04: $43 M

Baseline (1998-99): $42 M

National (Carnegie) classification among US higher education institutions (Research)

Target for 2003-04: Research II classification

Baseline (1998-99): Research II

Number of refereed publications, juried shows, and other forms of peer-reviewed scholarship by FTE tenure-track faculty (Colleges)

Target for 2003-04: 2.5 per FTE tenure-track faculty

Baseline (1998-99): 2.4

Enrollments in undergraduate-level independent study (excluding graduate student mentors) (Institutional Analysis)

Target for 2003-04: 2,100 students

Baseline (1998-99): 2,087

Objective 2.2—Libraries, archives, and museums

Student satisfaction with libraries (ACT Student Opinion Survey, alternate years) (Student Affairs conducts survey)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1998-99): 77%

GOAL 3—Campus environment

Objective 3.1—Social and cultural environment

Student satisfaction with social and cultural environment, including ASUW, athletics facilities, campus media, cultural programs, housing programs, recreational programs, social events, student involvement, and student union (ACT Student Opinion Survey, alternate years) (Student Affairs conducts survey)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1997-98): 63%

Objective 3.2—Administrative, fiscal, and physical environment

Proportion of budget devoted to instruction/academic support (Administration and Finance)

Baseline (1997-98): 46%/45%

Total private dollars/pledges generated by development activities (Institutional Advancement)

Target for 2003-04: $20.0 M

Baseline (1997-98): $15.4 M

Student satisfaction with support services, including admissions, career planning, financial aid, job placement, orientation, personal counseling, registration, student health (ACT Student Opinion Survey, alternate years) (Student Affairs conducts survey)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1997-98): 63%

Student satisfaction with administrative services, including billing, buildings and grounds, bookstore, day care, food services, health insurance, (University and community) housing, parking, safety, staff attitude (ACT Student Opinion Survey, alternate years) (Student Affairs conducts survey)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1997-98): 51%

Rating of deferred maintenance as defined by the UW Ten Year Maintenance and Operation Plan (Administration and Finance)

Target for 2003-04: Rating of at least "fair"

Baseline (1998-99): "fair" (.098)

Objective 3.3—Intercollegiate athletics

NCAA certification (five-year renewal) (Athletics)

Target for 2003-04: NCAA certification "without conditions"

Baseline (1998-99): Continued certification w/o conditions (until 1999-2000)

Student-athlete graduation rates (Institutional Analysis)

Target for 2003-04: At or above overall undergraduate student graduation rate Baseline (1998-99): 55% athletes/48% overall

GOAL 4—Public service

Objective 4.1—Statewide dissemination of UW expertise

Client satisfaction with services (different surveys for Wyoming Small Business Development Centers [WSDBC] and Mid-America Manufacturing Technology Center [MAMTC], Cooperative Extension Service [CES]) (Research)

Target for 2003-04: At least 75% "satisfied" or "very satisfied"

Baseline (1998-99): 85.1%; 100%

Participant satisfaction with conferences (Outreach School)

Baseline (1997-98): 97%

Number of contracts supporting specific State needs (Research)

Target for 2003-04: 125 State contracts

Baseline (1998-99): 114