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Director of Strategic Enrollment at University Of Wisconsin Colleges International Admissions
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Associate Vice President for Learning and Information Technology Services and Chief Information Officer
CRM Manager/Web Developer
Director of Academic Programs and Student Learning Assessment
Director of Academic Student Success Initiatives
Director of Libraries and Academic Technologies
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The group meeting featured a presentation by Adam Stern regarding the theological-political genealogy of the concept of survival. The discussion explored the linguistic and historical evolution of the term survivor, comparing biblical origins with modern psychological, biological, and ethical perspectives, including the influence of the Holocaust on contemporary survivor identity and discourse.
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The Board of Regents hosted an address from an Interfaith Fellow regarding her experiences as a student, her background, and the role of the Center for Interfaith Dialogue on campus. Discussion topics included the importance of promoting entrepreneurship among students, the impact of public education on student development, and the significance of fostering inclusive community values amidst complex campus and global challenges.
This strategic plan outlines the implementation of a new Human Resources (HR) System for the University of Wisconsin-Madison, phasing in over two to three years starting July 1, 2013. It aims to create an HR system that is efficient, flexible, responsive, consistent, and transparent. Key initiatives include establishing new employee categories, developing a balanced compensation structure, providing first-day healthcare and improved leave policies, implementing new civil service-based hiring and layoff policies, fostering effective performance management, and enhancing diversity, inclusion, and employee engagement across all levels and occupations. The plan seeks to address current complexities, inequities, and inefficiencies in the university's personnel systems to better attract, develop, and retain talent.
The talk outlines strategies to preserve and enhance the quality of the University of Wisconsin-Madison. It advocates for greater flexibility and autonomy through the 'New Badger Partnership' to enable the university to thrive amidst global competition. Key objectives include attracting and retaining top talent, fostering innovation, and improving operational efficiency by removing bureaucratic constraints, thereby maintaining the institution's status as a world-class research university and an economic driver for Wisconsin.
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