investing in wisconsin’s future uw-parkside · • success and progress rates in the chart below...

A growth AgendA AccountAbility report, 2011-12

InvestIng In WIsconsIn’s future uW-PArKsIDe

status At-A-glancecore strategy 1: Prepare students uw-parkside course registrations in the online

Sustainable Management degree program increased from 35 in fall 2009 to 92 in fall 2011 for a total growth of 163% in two years.

core strategy 2: More graduates A $25,000 Leading Indicators grant from the university

of wisconsin System is being used to revise and implement developmental literacy and mathematics curricula to increase student retention and success.

core strategy 3: Well-Paying Jobs uw-parkside has expanded its externship/job

shadowing program, Ranger Link, to 36 employers and 49 students thanks to a generous gift of $50,000 from Mary Frost Ashley charitable trust.

core strategy 4: stronger communities uw-parkside received the President’s Higher

Education Community Service Certificate for extraordinary and exemplary community service contributions. this is the fifth consecutive award for uw-parkside.

core strategy 5: resources uw-parkside’s new 170,000 square foot Rita Tallent

Picken Regional Center for Arts and humanities was formally dedicated on november 27, 2011.

core strategy 6: operational excellence uw-parkside’s Admissions and new Student Services

office has implemented image now, a digital content management system, resulting in a fully paperless admissions process.

core strategy 7: collaborations uw-parkside and wiSys funded three local

entrepreneurial efforts. two local companies, procubed, an engineering company, and ictect, a digital software company, received funding to support their companies’ development to further economic growth in our region. Funding was also provided for a wireless technology project that uses the power of handheld devices to more effectively monitor chronic diseases to ease patient monitoring requirements and support improved health outcomes.

this report illustrates uw-parkside’s contributions to the uw

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UW-PARKSIDE’S PRogRESS on UW SySTEM InDICAToRS

uw-parkside prepares students for a global society through a variety of experiences, both as part of the curriculum and outside of the classroom. Among these experiences are the high impact practices in the table below. Student participation in these activities has been shown to contribute to gains in critical thinking, one of the fundamental outcomes of learning, as well as to gains in practical skills and in personal and social development.

UW-Parkside national Master’sHigh Impact Practices: First-year Studentslearning communities 9% 19%* 16%Service learning 24% 37%* 38%*High Impact Practices: Seniorsresearch with faculty 23% 19% 16%*Service learning 47% 46% 50%internship 37% 48%* 47%*Senior experience 29% 30% 29%Critical Thinking: Seniorsthinking critically 88% 86% 86%Application of theories 84% 81% 81%Analyzing ideas 86% 86% 86%

*Significant differences from the uw-parkside percentage at the 0.05 level. note: All participating national and master’s-level public colleges and universities. Source: 2011 national Survey of Student engagement.

• Study abroad Study and exchange programs help students gain a basic understanding of, respect for, and appreciation of cultural differences. of uw-parkside graduates in 2010-11, 2.7% studied abroad, an increase from 1.7% in 2009-10 and an increase from 0.5% five years previously.

ADDITIonAL UW-PARKSIDE InDICAToRS• PASS – uw-parkside’s Academic Success System (or “pASS”)

provides first-year students formative feedback from a designated faculty member about their academic progress two times during the semester. one thousand two hundred and ninety two (1,292) students received 4,502 personalized feedback emails from 101 instructors in 290 classes. over 64% of students were making satisfactory progress.

• As the demand for professionals in the health-related sector expands, uw-parkside pre-health majors have an 88% acceptance rate, on average, into professional or graduate programs over the last 10 years. Minority students’ acceptance rates are also strong.

Pre-Health graduates Accepted into Health Professional or graduate Program

Application year 2006 2007 2008 2009 2010 2011# Applied 38 33 33 36 43 47% Accepted* 89% 100% 88% 89% 83% 77%% Accepted - urM1 27% 15% 21% 17% 25% 21%

*Students are counted only for the first year they applied; however, some students apply more than once and may be accepted in a later year.

1 underrepresented minority (urM) students include all who indicate African American, American indian, hispanic/latino(a), or Southeast Asian alone or in combination with other races/ethnicities.

• uw-parkside conducted a survey of graduates approximately 9 months after graduation. of those responding, 81% were employed.

• uw-parkside led a student sales team to collect four major awards including three of five first-place honors in the graduate division at the prestigious national collegiate Sales competition held in Atlanta, georgia.

Core Strategy 1

Prepare studentsensure that students are prepared with the integrative learning skills, multicultural competencies, and practical knowledge needed to succeed in and contribute to a rapidly changing, increasingly global society.

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Core Strategy 2

More graduatesincrease the number of wisconsin graduates and expand educational opportunities through improving access and increasing retention and graduation rates.


providing access for new students and increasing their rates of success are key to producing more degree holders. the More graduates initiative includes specific enrollment plans for uw-parkside.

UW-Parkside Total Headcount Enrollment

Fall Semester Students Enrolled

2006 2010 2011# % # % # %

African American 492 10% 540 11% 500 10%American indian 29 1% 17 0% 10 0%Southeast Asian 44 1% 21 0% 23 0%other Asian American 114 2% 114 2% 91 2%hawaiian/pacific is.* 10 0% 6 0%hispanic/latino(a) 328 7% 477 9% 475 10%two or More races* 122 2% 133 3%white 3,910 78% 3,712 72% 3,517 72%unknown 27 1% 75 2% 44 1%international 63 1% 72 1% 88 2%urM1 893 18% 1,154 22% 1,114 23%transfer Students 343 356 347total headcount 5,007 5,160 4,887More graduates plan 5,309 5,360

1 underrepresented minority (urM) students include all who indicate African American, American indian, hispanic/latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *new race/ethnicity categories were implemented in 2008.

• Success and progress rates in the chart below show the percent of students who graduate with a bachelor’s degree, or are still enrolled,

within four and six years of entering uw-parkside.

• there were 740 degrees conferred by uw-parkside in 2010-11, an increase of 23% over five years earlier. of the 740 degrees conferred in 2010-11, 703 were bachelor’s degrees, exceeding the More graduates for wisconsin plan by 154, or 28%.

ADDITIonAL UW-PARKSIDE InDICAToRS

• in 2010-11, 96 high-risk, first year students participated in seven curricular learning communities offered by Learning Integrated for new Knowledge (LInK) and Student Support Services. in fall 2011, 87 high risk first year students are participating in five curricular learning communities.

• A $44,000 great Lakes Higher Education Corporation grant funded uw-parkside’s Summer Scholars program, a summer program designed to provide additional support for incoming at-risk and underrepresented minority students.

• in an effort to meet the needs of a growing latino(a) population in Southeastern wisconsin, uw-parkside hosted its first bi-lingual open house for latino(a) students and families. over 135 individuals participated in the event.

• in May 2011, 59%, and in december 2011, 58% of UW-Parkside’s bachelor’s degree graduates were the first in their family to graduate from college. uw-parkside’s transfer articulation agreements resulted in 46 graduates in 2010-11.

• to improve access and expand educational opportunities at both the graduate and undergraduate level, uw-parkside continues to increase distance-education offerings. the number of online courses offered in 2010-11 was over three times greater than in 2005-06, and the number of students enrolled increased more than 10 fold.

UW-Parkside Distance Education offerings

2005-06 2009-10 2010-11course offerings 35 91 121enrollments 99 867 1,001

Source: Voluntary System of Accountability, college portrait (www.collegeportraits.org)

graduated at Another institution

Still enrolled at uw-parkside

Still enrolled at Another institution

0 10 20 30 40 50 60 70 80

69%

78%

77%

66%

First time Full-time Students

Full-time transfer Students

6 years later

6 years later

4 years later

4 years later

graduated from uw-parkside

SucceSS And progreSS rAte For uw-pArkSide, FAll 2005 cohort

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Core Strategy 2

More graduatesClosing the Achievement Gapreduce the Achievement gap by half by 2015 among underrepresented minorities, lower income students, and for all races/ethnicities.

RETEnTIon AnD gRADUATIon RATES

each uw institution has the goal of raising retention and graduation rates for all students, and closing the achievement gap among underrepresented minorities (urM) and lower income students. improving the success rate of all student groups is important to the plans of the More graduates initiative.

UW-Parkside new Freshmen Entering Full Time 2nd year Retention Rate at Institution Where Started

2000 Fall Cohort 2010 Fall Cohort# % # %

African American 77 43% 80 59%American indian 7 * 1 *Southeast Asian 5 * 3 *other Asian American 16 69% 11 73%hawaiian/pacific is.1 3 *hispanic/latino(a) 52 73% 87 57%two or More races1 25 68%white 578 62% 492 58%unknown 2 *international 12 58% 7 *urM2 141 53% 192 59%pell recipients 174 63% 318 58%total new Freshmen 747 61% 711 59%More graduates plan 65%

1 new race/ethnicity categories were implemented in 2008.2 underrepresented minority (urM) students include all who indicate African American, American indian, hispanic/latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *Five or fewer students were retained or graduated.

Accomplishing the More graduates initiative means increasing graduation rates for students of all races/ethnicities.

UW-Parkside new Freshmen Entering Full Time6 year graduation Rate at Institution Where Started

2000 Fall Cohort 2005 Fall Cohort# % # %

African American 77 18% 126 14%American indian 7 * 4 *Southeast Asian 5 *other Asian American 16 * 15 *hispanic/latino(a) 52 25% 48 29%white 578 33% 582 30%unknown 3 *international 12 * 5 *urM1 141 20% 178 19%pell recipients 174 27% 221 22%total new Freshmen 747 31% 783 28%More graduates plan 32%

1 underrepresented minority (urM) students include all who indicate African Ameri-can, American indian, hispanic/latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *Five or fewer students were retained or graduated.

STATUS oF THE ACHIEvEMEnT gAP

the uw System has the goal of reducing the Achievement gap by half compared to the baseline cohorts (1998 to 2000 combined) among underrepresented minorities (urM) and lower income students, and for all races/ethnicities by 2015.

cloSing the AchieVeMent gAp in retention rAteS At uw-pArkSide

cloSing the AchieVeMent gAp in grAduAtion rAteS At uw-pArkSide

baseline

baseline

Fall 2010

Fall 2005

baseline

baseline

Fall 2010

Fall 2005

gap: 4%2015 goal: 2%

gap: 10%2015 goal: 5%

gap: 0%2015 goal: 0%

gap: 3%2015 goal: 1%

gap: 0%Status: in progress




10%

15%10%5%

20% 30% 40% 50% 60% 70% 80%

20% 25% 30% 35%

urM pell non-pellnon-urM

urM pell non-pellnon-urM

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part of uw-parkside’s mission is to create new knowledge and prepare students to use that knowledge in the workforce.

• Research leads to the development of new industries and creates well-paying jobs in wisconsin. Federal and privately funded research expenditures at uw-parkside were $288,000 in fiscal year 2011 (Fy11), down from $302,000 in Fy10.

• Degrees in high-need and leading-edge fields meet the demand for professionals in business, science, technology, mathematics, and health. in fall 2011, uw-parkside had more than 131 declared majors in business, science, technology, mathematics, and health, an increase of 81.9% over fall 2006.

• uw-parkside’s graduates contribute to Wisconsin’s economy through higher levels of discretionary spending and by paying higher taxes. the difference in earnings between college and high school graduates is $21,000 on average. overall, 73% of uw-parkside graduates remained in the state, with 55% living in the southeast region. 86% of wisconsin residents who graduated from uw-parkside remained in the state.

Core Strategy 3

Well-Paying Jobsincrease the creation of well-paying jobs by expanding the university research enterprise while linking academic programs to entrepreneurship and business development.

ADDITIonAL UW-PARKSIDE InDICAToRS The School of Business and Technology (Sbt) has maintained its

business accreditation by the Association to Advance Collegiate Schools of Business International (AAcSb). one of the fewer than 5% of schools with business programs worldwide to earn this hallmark of excellence in management education, and the only higher education institution in the kenosha/racine area to do so.

• Engaging Employers. uw-parkside recently hired an Employee Relations Coordinator to increase contact with regional employers including hosting a breakfast with 34 area employers in April 2011, and growing employer connections by doing site visits with 40 local and regional employers.

• Ranger Link. uw-parkside has expanded its externship/job shadowing program, ranger link, to 36 employers and 49 students thanks to a generous gift of $50,000 from Mary Frost Ashley Charitable Trust.

• Ranger Trak. uw-parkside’s jobs database for employers and uw-parkside students helps link students and employers quickly and efficiently. the number of postings has risen from 3,346 to 4,314, a 29% increase over the previous year.

• declared majors in applied health sciences (AhS) grew from 32 in 2007 (first year offered) and reached 174 in fall 2011, 148% above projection. AhS degrees were conferred to three graduates in calendar year 2008, nine in 2009, 14 in 2010, and 15 in 2011 (fall graduates not included).

• the Ralph Jaeschke Solutions for Economic growth Center (Seg center) in the School of business and technology matches businesses and organizations throughout southeastern Wisconsin with students and faculty to solve real-world problems. during the 2010-11 academic year, the SEg Center provided opportunities for 292 students to participate in 53 projects.

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Core Strategy 4

stronger communitiesin partnership with communities, address wisconsin’s greatest challenges and priorities through intensified engagement, research, and learning.


uw-parkside has a positive impact on communities both by cultivating civic participation in students and through a variety of engagement efforts developed in partnership with school systems, nonprofits, and small businesses.

• encouraging students’ civic participation yields immediate benefits to communities while students are enrolled and builds a foundation for lifelong civic involvement of graduates.

Participation by Seniors, 2011 UW-Parkside national Master’s

community service or volunteer work 50% 59%* 56%

community-based course project or service-learning project

47% 46% 50%

Voting in local, state, or national elections 39% 33%* 34%

* Significant differences from the uw-parkside percentage at the 0.05 level. note: All participating national and master’s-level public colleges and universities. Source: 2011 national Survey of Student engagement.

Community outreach and engagement includes offering non-credit courses for professional development and personal enrichment. in Fy11, the total of non-credit continuing education course enrollments for uw-parkside was 4,374.

ADDITIonAL UW-PARKSIDE InDICAToRS• uw-parkside is participating in the greater Milwaukee Committee’s

Talent Dividend Initiative to increase post-secondary degree attainment in Southeastern wisconsin.

• the campus and community have planned over 300 arts and cultural events to be held in the new rita tallent picken regional center as a part of the 2012 “year of the Arts and Humanities.” uw-parkside is well on its way of achieving the mission of the center, which is to create and sustain vibrant and dynamic academic and cultural programs that promote educational achievement, artistic expression, community engagement, and economic vitality between the campus and diverse communities it serves.

• in 2010 -11, the Capacity-Building Assistance for nonprofits Works (cAn works) program served 22 nonprofit organizations. As of June 30, 2011, cAn works organizations received 154 hours of training and 579 technical assistance hours to strengthen their governance, management, and infrastructure, and a total of $600,000 in financial assistance. As a result of cAn works, the organizations were able to increase the number of clients served and the scope of services offered to clients. eleven organizations expanded services to include a new group of service recipients or a new geographic area. collectively, the non-profits reported leveraging an additional $240,000 in government and private funds from new sources during the grant period.

• Blazing the Pathway for Workforce Development Professionals is a non-credit, hybrid (i.e., face-face and online course delivery) course that was established and implemented with 27 participants in 2010-11. the course was created with the national Association of Workforce Development Professionals (nAwdp) and is the organization’s only university partnership of its kind in the country.

• Career Fair – uw-parkside launched its first career Fair in February of 2011 and had 22 graduate Schools and 34 Employers participating. An estimated 200 to 250 uw-parkside students were in attendance.

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the resources of people, money, and facilities are what enable uw-parkside to fulfill its mission to students and the people of wisconsin.

• Diversity of faculty and staff is an indicator of uw-parkside’s efforts to develop its human resources. Faculty and staff diversity provides richer exchanges of ideas in the classroom, broader lines of inquiry in research, and a more welcoming climate for students from underrepresented groups. in fall 2011, 18.1% of uw-parkside faculty and staff were of color, or 110 out of 609 total faculty and staff.

• uw-parkside relies on revenue from a variety of sources to fulfill its mission. revenue from all sources increased from $57 million in Fy06 to $74 million in Fy11. revenue from gifts, grants, and contracts increased from 12% of total revenue in Fy06 to 18% in Fy11.

Core Strategy 5

resourcesbalance, diversify, and grow the university’s financial resources and facilities while developing its human talent.

ADDITIonAL UW-PARKSIDE InDICAToRS• uw-parkside’s new 170,000 square foot Rita Tallent Picken

Regional Center for Arts and humanities was formally dedicated on november 27, 2011. the two major building additions added 72,000 square feet to the existing 108,000 square-foot building. in addition, 91,000 square feet of existing building space was remodeled to support the programs housed in the center. over $4.5 million has been raised and pledged to help equip and maintain the new facility.

• A multi-building restroom renovation project was completed early in 2011. this $2.4 million project reconstructed 31 restrooms in five campus buildings which improved energy efficiency and increased water conservation.

• in April 2011, uw-parkside students passed a referendum that authorized segregated fee funding of a $1.5 million, 8,030 square foot Student Fitness Center in the Sports & Activity center. the project, which is scheduled for occupancy in fall 2012, re-purposes a high-bay multi-purpose room and two adjacent racquetball courts into a two-level facility that will include a multi-purpose fitness studio, dance/martial arts studio, and a sports medicine treatment facility.

• Diversity Circles: diversity circles engage participants in dialogue to promote action and change. the dialogues, led by trained facilitators, raise awareness and increase understanding, so that together, citizens create change in their communities. university of wisconsin-parkside students receive academic credit for participation in diversity circles. About 95% of those who take part in diversity circles say they have increased their understanding of others’ attitudes and beliefs about racism.

• in an effort to reduce homophobia and make the campus environment safer, the lgbtQ resource center at the university of wisconsin-parkside conducted Safe Zone training sessions for faculty, staff, and students (59 participants in 2009). Safe Zone is a way for heterosexual allies to show their support for those who identify as lesbian, gay, bisexual, transgender, queer, or questioning (lgbtQ). between 2009 and 2011, 171 individuals have completed Safe Zone training.

uw-pArkSide FAculty And StAFF oF colorby eMployMent cAtegory, FAll 2011

iAS=instructional Academic Staff | total does not include graduate Assistants

0

5

10

15

20

25

30

Faculty iAS non-iAS Admin. classified total

27.5%

11.2%

17.0%

14.7%

19.3%18.1%

African American

hispanic/latino(a)

two or More races

American indian

Asian American

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Core Strategy 6

operational excellenceAdvance operational excellence by becoming more flexible, responsive, and cost efficient.


uw-parkside makes efficient use of its human, financial, and physical resources in a variety of ways.

• by encouraging progress toward degree completion, uw-parkside helps ensure efficient use of students’ personal and financial resources and provides space for new students. Credits taken prior to graduation, an indicator of educational resources used by students, are currently the same as the levels in 1993-94, when the goal to reduce credits to the bachelor’s degree was adopted.

• keeping administrative spending low allows uw-parkside to concentrate resources on instruction and other student-related activities. Administrative spending at uw-parkside was 42% of the national average in Fy09, the most recent year of available national data. this means uw-parkside spent $6.8 million less on institutional support than it would have by spending at the national average.

• reducing energy usage is a goal for uw-parkside, and all state agencies. At uw-parkside, energy usage in Fy10 was 7.2% below the amount in Fy05, the baseline year for state agencies.

ADDITIonAL UW-PARKSIDE InDICAToRS• during Fy11, uw-parkside’s Admissions and new Student

Services implemented the transfer evaluation System (TES) by college Source. this tool provides prospective students with immediate access to course equivalency information and provides an electronic workflow for approval of course equivalencies by faculty on the campus. the new transfer evaluation system improves business processes by simplifying procedures, reducing paper-based communication, decreasing time for equivalency decisions, and providing real time information to prospective students. Admissions and new Student Services also implemented a customer relationship management tool to track prospective students as early as freshman year to support student retention and success.

• uw-parkside created an office of Institutional Effectiveness which is leading uw-parkside’s efforts to increase data-informed decision making, integrated budget planning, and continuous process improvement.

• the office of institutional effectiveness led two accelerated process improvements, one for the annual budget process, and a second to improve the recruitment process. through these efforts, uw-parkside increased shared decision-making, process transparency, and the effectiveness of these processes.

• uw-parkside has entered an agreement with honeywell, inc. to conduct a campus wide investment grade audit and energy assessment report in the fall of 2011. this report will generate a performance-based contract to conduct energy saving/renewable energy project(s) on campus in 2012.

AVerAge creditS tAken by uw-pArkSide bAchelor’S degree recipientS

125

130

135

140

145

150150 -

145 -

140 -

135 -

130 -

144

140141

143

140138

144

93/94 10/1109/1007/0805/0603/0401/02

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uw-parkside’s collaborations and partnerships with other uw institutions, other education sectors, businesses, community organizations, and governmental agencies allow it to have greater impact than by acting alone.

• uw-parkside increases student access through collaborative degree programs offered at multiple locations, integrate courses from different institutions, or both. uw-parkside is a partner in five of these formal arrangements, listed below.

Collaborative Degree Program Partner InstitutionsMS in Administrative leadership gby, MilbS in nursing MilMaster of business Administration (MbA consortium) eAu, lAc, oSh

bS in Sustainable Management rVF, Sto, Sup, eXt*bS in health information Management and technology gby, Stp, eXt*

eXt* - uw-extension provides administrative, financial, and other support to a number of uw System collaborative degree programs.

• uw-parkside has a variety of other partnerships in academic and non-academic areas, including advisory boards with more than 100 community volunteers for athletics, business and technology, theatre arts, marketing communications, and the center for community partnerships.

• uw-parkside has 13 articulation agreements with two-year colleges, four-year colleges and universities, and professional and graduate programs in wisconsin, northern illinois, and Minnesota. the main purpose of these agreements is to facilitate bachelor’s degree completion and the progression to graduate or professional school.

ADDITIonAL UW-PARKSIDE InDICAToRS• uw-parkside hosted the 2011 American Cancer Society’s Relay

for Life in August 2011. An estimated 5,000 people were on campus for the event which raised more than $300,000 dollars for cancer research and prevention making it 1st in Wisconsin and in the Midwest Division for most dollars raised.

• Collaborating with school districts in Kenosha, Racine and Carthage College, uw-parkside hosted 147 educators during the chiwaukee Academy. the Academy, held yearly in the summer, engages educators with the latest theories and best practices to enhance instructor effectiveness and student success.

• A total of 390 existing businesses and nascent entrepreneurs in Kenosha and Racine counties received counseling and/or business training delivered by the uw-parkside School of business and technology’s Small business development center (Sbdc). these services resulted in a dramatic return on investment (roi) based on State of wisconsin funding support (see the table provided, below).

SBDC Return on Investment for Wisconsin:

17 new Business Starts• $3,400,000 in new business ventures• new business revenues for every State dollar invested in uw-

parkside’s Sbdc: $37.61• $170,000 in new state sales tax receipts

34 Jobs Created: 44 Jobs Retained• $530,400 in new wages• new wages for every State dollar invested in uw-parkside’s

Sbdc: $5.87• $31,824 in new state income taxes

$8,249,450 Client Capital Infusion (Equity contributions, loans, SBIR funding)

• capital infusion for every State dollar invested in uw-parkside’s Sbdc: $91.26.

Small Business Development Center

Fiscal year 07-08 08-09 09-10 10-11Business Starts 6 11 16 17Capital Infusion $1.22M $1.74M $7.31M $8.2M

Core Strategy 7

collaborationsFurther leverage uw System’s strengths and impact through collaborations among the campuses and with other wisconsin partners.

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this report illustrates uw-parkside’s contributions to the uw System’s growth Agenda for wisconsin. progress is reported within the seven core strategies of the uw System’s Strategic Framework. each core strategy includes one or more indicators of progress that are common among uw institutions, supplemented with additional information reflecting activities and outcomes of particular relevance to uw-parkside. For similar information on the uw System as a whole, as well as links to additional resources and technical notes, see the systemwide investing in wisconsin’s Future report: http://www.uwsa.edu/opar/accountability

uW-PArKsIDethe university of wisconsin-parkside is a dynamic learning community grounded in the

hallmarks of academic excellence, student success, diversity and inclusiveness, and

community engagement. rigorous academics marked by high-quality teaching, research,

and creative activity prepare students to become responsible and engaged local and

global citizens. working collaboratively with a variety of organizations in southeastern

wisconsin and throughout the Milwaukee-chicago corridor adds value to the learning

experience. the campus culture reflects high standards of collegiality and service to

others. inclusiveness and diversity permeate all aspects of the university.

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uW-PArKsIDethe Accountability report can be found at http://www.uwsa.edu/opar/accountability/

uw-Parkside

investing in wisconsin’s future uw-parkside · • success and progress rates in the chart below...

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