board of regents meeting march 2006 chancellor doug hastad university of wisconsin-la crosse: a...
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Board of Regents MeetingMarch 2006
Chancellor Doug Hastad
University of Wisconsin-La Crosse: A Growth and Access Agenda
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2004 Per Capita Income
$35,861
$34,351
$30,560
$32,157
$27,000
$28,000
$29,000
$30,000
$31,000
$32,000
$33,000
$34,000
$35,000
$36,000
$37,000
Minnesota Illinois Wisconsin Iowa
9th
15th
22nd
32nd
Solid line represents National Average = 32,937
Changing Wisconsin Economy
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Educational Attainment % of Population ≥ 25 Years of Age with a Baccalaureate Degree
(2004)
32.7%28.1%
24.6% 24.1%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
Minnesota Illinois Iowa Wisconsin
Changing Wisconsin Economy
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Net Migration of College Graduates a.k.a. "The Brain Gain/Drain"
1989-1999
141,055
-9,493 -15,793 -45,066 -50,772
-100,000
-50,000
0
50,000
100,000
150,000
200,000
Minnesota SouthDakota
Montana NorthDakota
Wisconsin
Changing Wisconsin Economy
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Unfortunate Realities of Public Higher Education in WI
• Remains in steep competition with other public sectors for scarce state financial resources.
• Rising costs in health care and corrections and sustained efforts to maintain support for K-12 education leave higher education as the largest discretionary item.
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What is the impact?State-wide:
• Recent biennial budget actions have set a different course for student funding in higher education.
• This current direction will cause an even greater erosion of educational attainment opportunities.
• The economic consequences will be severe and long-lasting.
Unfortunately, the downward spiral for public higher education and the resultant impact on educational attainment already have begun.
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What is the impact?
System-wide:
Students once benefiting from quality, access, and success--- the hallmarks of Wisconsin public higher education---are now the victims of economic downturn in the state’s budget.
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What is the impact?
At UW-L:
$4.5 Million – UW-L cuts in instruction, student services, and other operations for 2001-03 and 2003-05.
$1.8 Million – UW-L cuts from the Governor's budget and actions by the Joint Finance Committee and the legislature for 2005-07.
-----------
$6.3 Million – Base reduction in state appropriations (equivalent to 70 full-time faculty and staff).
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“Think big to find ways to improve access through creative tuition and financial aids programs.”
President Kevin Reilly, December 2005
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“Strategies must seek to expand access to diverse populations, provide market-driven solutions, and build the foundation for long-term commitment between the two Systems (WTCS and UW System) to increase access…”
Regent Charles Pruitt Regent Brent Smith
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A Creative Solution
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It’s Really Quite Simple
A. Increase enrollment at UW-L.-more students from low income families-more resident students-more out-of-state students
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It’s Really Quite Simple (continued):
B. Provide financial aid to attract more students from the lower two family income quintiles.
C. In doing so, maintain or enhance current retention and graduation rates.
Increased Access + Degree Completion = Brain Gain
Caveat: The above needs must be accomplished with less reliance on taxpayer dollars.
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UW-L’s Idea
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• Capitalize on its reputation for high quality programs and market position.
• Fuel the economic engine of the state through a “brain gain” strategy.
• Plan and manage growth of resident and non-resident enrollments.
• Increase access and financial aid for students in the two lower economic quintiles.
• Generate revenue to support additional campus growth.
Allow UW-L to design a self-funded tuition program to:
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Outcomes of this 8-year pilot program would include:
• Increased access, particularly to those students in the lower two economic quintiles, by enrolling more resident and non-resident students and providing self-funded financial aid for those most in need.
• Increased number of baccalaureate and advanced degrees awarded.
• Continued increase in the number of diverse students within the campus community.
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Outcomes of this 8-year pilot program (continued):
• Enhanced levels of academic excellence.
• Steady state and/or improved retention and graduation rates.
• Planned and managed growth in niche curricula in the academic program array.
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Why UW-L? Why Now?• Increased capacity due to New
Academic Building scheduled for construction in ’09.
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Why UW-L? Why Now?
• Continued increase in applications.• Precipitous decrease in non-resident
enrollments.• Popular and tightly knit program array.• Need to attract students from low
income families.• Response to think “out-of-the-box”
challenge.• Consistent with other “leading edge”
institutions in other states.• Broadly accepted by La Crosse/Onalaska
communities.
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Wisconsin's Past Practice of Funding Public Higher
Education• It grows painfully obvious that
Wisconsin is unlikely to reinvest taxpayer dollars into higher education.
• UW-L wants to maintain its records of graduation and retention in educating students.
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UW-La Crosse“Your Distinct Choice”
The View FromThe Bluff Is Global
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State Budget Appropriations:
UW-L“Good Stewardship
of Assets”
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Applications: Fall 2005 and 2006as of January 1, 2006
Fall 2005 YTD Fall 2006 YTD
Inquiries 12,681 16,082 (+26.8%)
Applications 5,766 6,008 (+4.2%)
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Incoming Freshmen at UW-L
Fall 2004 ACT Composite Scores•All UW System freshmen 23.2•UW-L 24.9
Fall 2004 High School Class Rank
•UW-Madison 92.8%
•UW-L 85.9%
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1st-to-2nd Year Retention Rates
82.4%
84.0%85.0%
84.5%
85.8%
78.7% 78.8%79.5%
80.1% 79.7%
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
Fall 1999 Fall 2000 Fall 2001 Fall 2002 Fall 2003Cohort Starting
Per
cen
t R
etai
ned
to
2nd
Yea
rUWL
UWSystemAverage
For the past five years, UW-L has had the highest second-year retention rate of all UW System comprehensives.
Retention Rates
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UW-L Graduation Rate (for students who started at UW-L and graduated from
any UWS school)
66.7%
62.7%
60.3%58.9%
61.1%
55.2%
68.3%
71.0%
50.0%
55.0%
60.0%
65.0%
70.0%
75.0%
Fall 1991 Fall 1992 Fall 1993 Fall 1994 Fall 1995 Fall 1996 Fall 1997 Fall 1998
Freshman Cohort Starting
UW-L has the highest graduation rate of all UW System comprehensives and is second only to UW-Madison.
Graduation Rate
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Diversity
• From 2002-2005, UW-L has increased its students of color enrollment from 465 to 481 (all-time high of 492 in 2004).
• International student enrollment has increased from 79 in 2002 to 124 in 2005 (57% increase).
UW-L is committed to creating and nurturing an environment that reflects the diversity of the world.
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Degrees Conferred at UW-L
•From 2001-2004, UW-L conferred 8,392 academic degrees. This 4-year total surpassed all other UW comprehensives.
•From 2001-2004, UW-L conferred 811 more degrees than the 2nd-largest (FTE enrolled) and best-funded comprehensive; $7.9 million more in state appropriations + academic student fees.