Provisional WSU Strategic Directions

The Long Range Planning Committee (LRP) has reviewed and synthesized several versions of the WSU Strategic Directions. This provisional draft is based on data from Hopes and Dreams, Initiatives and other inputs. The LRP committee will work with the Finance and Facilities committee and the Improvement, Accreditation and Assessment committee to present these provisional strategic directions to the campus community in Jan. 2015.

The LRP recommends five themes:

  • Student Learning (programs and people)
  • Student Success (people, programs, price)
  • Stewards of Resources (place, programs, price, pride, people)
  • Inclusive Excellence (people, price, programs)
  • Relationships (people, place, pride, programs)
  • Download the complete document (PDF)

Download the complete document (PDF)


WSU offers the most innovative and highest-quality programs that serve our students and our communities.



Create and sustain a coordinated and rigorous set of learning experiences inside and outside the classroom in order to prepare students for their post-graduate life. 



A. Develop and implement Academic Plan 2015-2020.


  1. Enhance teaching and learning by increasing opportunities for engaging and authentic experiences. (e.g., labs, online learning, community outreach, study abroad, interdisciplinary work, professional and career development opportunities, intergenerational learning opportunities, connection with the larger community, community partnerships, etc.)
  2. Foster a supportive environment for faculty and staff to promote excellence in teaching and learning.
  3. Design and deliver academic programs that overcome barriers of time, place, and tradition.
  4. Foster the environment that promotes and supports student research and creative scholarship.
  5. Develop an extended campus that delivers appropriate academic programs that address regional economic needs through strategic partnerships and resource development.
  6. Engage and explore academic and co-curricular programs to support regional and community needs and seek collaboration among all the WSU stakeholders for student recruitment and community building (branding).
  7. Leverage a sense of place in academic planning.
B. Develop and implement University Wide assessment plan
  1. Develop a university wide assessment plan including student learning outcomes, methodology, measurement, measures, and improvement processes to “close the loop”.
  2. Assess the quality of delivery modes: synchronous, asynchronous, apprentice models, online, other.
  3. Share best practices in teaching and learning.
C. Maintain public accountability.
  1. Strengthen and maintain accreditation and standing for our academic and co-curricular programs. (e.g., AACSB, NCAA, CSWE, ABET, CAEP, NASM, etc.)
  2. Complete requirements for HLC 2016 follow up report and choose a HLC Pathways project.
  3. Maintain relevant memberships in national and international organizations.



WSU is recognized as a student-centered university, where faculty, staff, and administrators are dedicated to promoting a culture of student success, which includes eliminating barriers, and maximizing students’ academic, emotional, and social growth and development as they reach their educational goals.


Enhance the student experience while evolving to meet the needs of future students by providing comprehensive support programs and services meeting a wide variety of student needs so that students can successfully meet their goals. 

FY15 Outcomes:

A. Develop and implement a Strategic Enrollment Plan for 2014 – 2019 that addresses recruitment, retention, and graduation of students.

  1. Monitor enrollment trends and demographics to address the needs of future students.
  2. Build on the current first year experience at WSU by creating a more comprehensive early warning system and investing in a sophomore year experience.
  3. Maximize integration of admissions, financial aid, residence life, orientation, and registration systems to create a seamless “point-of-entry” experience for incoming first year and transfer and graduate students regardless of location or delivery mode.
  4. Increase available scholarship opportunities for both incoming and continuing students.
  5. Design and deliver student support services that overcome barriers of time, place, and tradition.
B. Promote a culture of student success.
  1. Provide increased support programs and services for diverse populations of students, such as post-traditional students, underrepresented minority students, extended-campus students, international students, low-income students, first-generation students, and students dealing with physical/mental/chemical-health issues.
  2. Engage WSU faculty more in retention efforts by creating opportunities for increased student-faculty interaction and providing more and improved advisor training for faculty advisors.
  3. Establish and communicate clear pathways to graduation for students and other more robust advising and planning tools.
  4. Promote a culture of high-quality advising that includes academic and career planning.
C. Promote lifetime personal well-being of all students through active and engaged participation in the WSU “Seven Dimensions of Wellness” (i.e. intellectual, physical, occupational, social, environmental, emotional, and spiritual).
  1. Continue and expand partnerships and collaboration within the campus community.
  2. Explore the role of wellness in the development of curriculum and programs.
  3. Expand and encourage student participation in extra-curricular activities that enhance student engagement.


WSU community members are wise stewards of naturally beautiful, welcoming and engaged campuses who make decisions that allow future Warriors to carry on this tradition.


Enhance a culture of learning and stewardship of resources at Winona State University and prepare students to become responsible citizens and community members.

FY15 Outcomes:

A. Develop and implement a 2015 facilities master plan.

  1. Implement bonding projects including Education Village.
  2. Consider future uses of vacated spaces, new additions to the campus, and needs of departments and units.
  3. Update all classrooms with a focus on adequacy of size and contemporary learning technological and environment needs.
  4. Incorporate the residence hall master plan.
  5. Communicate and include the university community in the planning process.
B. Practice sustainability.
  1. Establish a structure to ensure that WSU continually works to understand and meet the broader scope of its sustainability responsibilities.
  2. Identify and fund a sustainability flagship project. The project would become symbolic of the vision. (e.g., wind turbine, adoption of an alternative fuel source, establishment of an environmental education center)
  3. Pursue closer collaboration with regional groups to promote sustainable practices.
C. Make use of the unique attributes of our local environments to create rich and distinctive learning experiences.
  1. Explore ways to capitalize on unique features such as natural environments, the Cal Fremling, Arboretum, Education Village, STEM Village, Outdoor Education and Recreation Program, community engaged learning programs, and extended campuses in Austin, La Crescent, Rochester (WSU-Rochester, RCTC campus, downtown Rochester).
  2. Expand the innovative programs that enhance the concept of the “outdoor university.”
D. Maintain affordability without sacrificing quality for the student experience. 
  1. Develop and implement budget, academic, facilities plans to better capture administrative and other efficiencies within the academic enterprise.
  2. Continue to enhance and explore new opportunities for shared services that will create administrative efficiencies.

E. Create and find additional resources to support students.

  1. Enhance fundraising efforts.
  2. Increase scholarships to students.
  3. Develop a plan with goals and outcomes to enhance grants, contracts, and research funding.


WSU is the epitome of a welcoming and inclusive university preparing culturally competent students, faculty and staff to live, work and become valuable contributors in a global society. WSU strives to be a culturally competent and pluralistic institution.


Increase diversity in the university community and embrace the culture of inclusive excellence. 

FY15 Outcomes:

A. Refine and implement the 2014 university diversity plan.
  1. Increase equity in access, opportunity, and success for underrepresented students (particularly racial/ethnic minorities, first generations, low-income students, veterans, post-traditional students, GLBTQ, and students with disabilities) by strengthening strategic partnerships and community relationships.
  2. Increase and improve programmatic efforts in academic and non-academic areas to develop the cultural competency and global awareness among students and employees.
  3. Strengthen the efforts to recruit and retain diverse employees in all areas.
B. Assess the strengths and gaps in the current practices for diversity and inclusivity in the WSU community.

C. Create organizational structures and processes that ensure the enhancement of a culturally competent, welcoming and pluralistic university.

  1. Develop greater awareness and understanding of the priorities and needs of all learners by sharing institutional knowledge about learner characteristics and by gaining insights from practices and research available inside and outside of the university.


Strengthen internal and external relationships by promoting an environment that enriches WSU and Winona and Rochester community constituents.


WSU is recognized as an engaged university where community and university members work in respectful collaboration to address campus and community identified needs, to deepen students’ civic and academic learning, to enhance community well-being, and to enrich the scholarship of WSU. 

FY15 Outcomes:

A. Develop and enhance programing for the campus community that enhances a culture of civility and collegiality.


  1. Promote citizenship and responsibility.
  2. Sustain commitment to shared governance.
  3.  Promote openness and transparency.
B. Develop and enhance planning around the recruitment, retention and professional development of employees.



  1. Assess and improve search processes and remove barriers to the recruitment of quality employees.
  2. Improve access to professional development opportunities among all employees.
  3. Promote lifetime personal well-being of all employees through active and engaged participation in the WSU “Seven Dimensions of Wellness” (i.e. intellectual, physical, occupational, social, environmental, emotional, and spiritual).


C. Provide life-long value to our community of learners (including faculty, staff, students, alums, retirees, and friends of WSU).


  1. Strengthen alumni/ae and donor connections to and pride in WSU.
  2. Explore career counseling for life, increase outreach programs for p-12 students and families, and increase camp offerings and participation (e.g., scrubs, music, art).


D. Enhance community engagement that supports teaching and learning.


  1. Expand and enhance the academic and co-curricular programs to support regional industry and community needs.
  2. Foster strategic and mutually beneficial partnerships that leverage strengths and build capacity.
  3. Establish ways to formally track, monitor, and recognize student community engagement. (e.g., transcript notation, research project awards, certificate programs)
  4. Establish ways to facilitate, track, monitor, and recognize community engagement in employee activities, including assessment and measurement of the impact of institutional and community engagement.
  5. Strengthen the relationship between academic programs/departments and university advancement.