Strategic Priorities

The School of Education commits itself to the education of leaders who will enrich lives, transform communities and better the world.  As part of a public land-grant university, we are steadfast in the belief that a high-quality public education for all is vital to our contemporary democratic society.

We are committed to the role of innovative research in accomplishing these goals. We undertake broad and in-depth research and scholarship, both for the discovery of new knowledge and understanding, and to put research into practice to advance society in fields as diverse as the arts, education and health.

Our mission is to advance education for learners at all levels in a variety of settings. We will accomplish this within the university and local, state, national and global communities through innovation, increasing diversity and strategic partnerships. Through the reach of our research, programs and community, our achievements will be magnified from Wisconsin to the world — the Wisconsin Idea in action.

Our actions are aligned with UW-Madison's Strategic Framework for 2015-19.

2018‐19 School of Education Goals

Financial Goals
• Graduate Student Support: Increase financial support for graduate students by optimizing the use of existing fellowships and assistantships to enhance recruitment efforts, changing scholarships procedures and timelines to offer highly competitive, multi-year packages, and building the graduate training programs.  Design a rigorous evaluation of the graduate training programs and their impact on recruitment, retention, training and placement of applicants.

• Financial Strategy: Build increased capacity for financial strategic analysis, forecasting and budgeting, including building forecast models and working with departments and units to implement the unified budget model. Make decisions about what new financial roles, policies and procedures are necessary in the School and begin to implement those decisions.

• Development:  Achieve development specific fundraising goals as part of the overall strategic advancement plan.  Hire and onboard a Director of Development for Foundation Relations, increase giving and participation to the School’s annual fund, and recruit new members to the Board of Visitors.

• Faculty and Staff Salaries: Raise faculty and staff salaries, as experience and performance warrants, to the peer average or above over the next three years.

Academic and Professional Outreach Goals  

• New Majors, Certificates and Courses: Set enrollment targets and work with departments to establish an implementation plan for expanding enrollments in new majors, certificates, summer courses, online courses/programs, double majors, and 131 programs, including new teacher education programs and continued expansion of the secondary teacher education program.

• Professional Outreach: Establish strategic directions for the development of significant new outreach activities that advance the mission of the School and engage School of Education alumni and professional communities in education, health and the arts.

Research and Scholarly Activity Goals

• Research and Scholarly Activity: Identify ways to increase incentives and supports for faculty participation in research and scholarly activity across the School.

• Grand Challenges:  Plan and execute the next phase of Grand Challenges.  Connect previous Grand Challenges applicants and awardees with foundation and other external funding opportunities.  Build partnerships with Grand Challenges applicants for new professional learning initiatives.