Wisconsin s future. A growth agenda accountability report,

Transcription

1 Investing in Wisconsin s future UW-EAU CLAIRE A growth agenda accountability report,

2 Status At-A-Glance Core Strategy 1: Prepare Students High impact practices (study abroad, faculty-student collaborative research, and service learning) are a hallmark of the UW-Eau Claire advantage and engage seniors at participation rates well above national averages. Core Strategy 2: More Graduates Ninety-two percent of UW-Eau Claire new freshmen graduated or were still enrolled in higher education within four years of their first enrollment. Core Strategy 3: Well-Paying Jobs UW-Eau Claire conferred nearly 600 degrees in STEM and health fields during the academic year, helping to meet the regional demand for workers in leading-edge fields. Core Strategy 4: Stronger Communities UW-Eau Claire s Human Development Center offers affordable clinical services to individuals and families from western Wisconsin, and provides community outreach to area agencies involved in working with children and families. Core Strategy 5: Resources The UW-Eau Claire Foundation continued its fundraising success ending FY11 with more than $4.3 million in gifts from nearly 14,000 donors. This is the sixth year in a row Foundation gifts have exceeded $4 million. Core Strategy 6: Operational Excellence The Student Office of Sustainability allocates funds that promote sustainable modes of transportation, increases in energy efficiency, reductions in the amount of waste created by UW-Eau Claire and improvements in the natural habitat of Wisconsin s Most Beautiful Campus. Core Strategy 7: Collaborations UW-Eau Claire partnered with three other UW campuses in working with OrgSync staff to offer students an enhanced E-Portfolio tool, funded by the Growth Agenda Grant Program. 2

3 Core Strategy 1 Prepare Students Ensure 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. UW-Eau Claire 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-Eau Claire National Master s High Impact Practices: First-Year Students Learning communities 9% 19%* 16%* Service learning 27% 38%* 38%* High Impact Practices: Seniors Research with faculty 25% 19%* 16%* Service learning 69% 46%* 49%* Internship 54% 48%* 46%* Senior experience 39% 29%* 29%* Critical Thinking: Seniors Thinking critically 91% 86%* 86%* Application of theories 86% 81%* 81%* Analyzing ideas 89% 86%* 86%* *Significant differences from the UW-Eau Claire 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 and exchange programs help students gain a basic understanding of, respect for, and appreciation of cultural differences. Of UW-Eau Claire graduates in , 19.6% studied abroad, an increase from 17.3% in According to the 2011 report of the Institute for International Education, UW-Eau Claire is ranked among the top 10 institutions with students who participate in mid-length study abroad experiences. Additional UW-Eau claire Indicators Faculty/Student Collaborative Research. Distinguished by more than two decades of leadership in supporting student research with faculty, UW-Eau Claire s Center of Excellence for Faculty and Undergraduate Student Research Collaboration continues to increase the number of students and faculty engaged in hands on research and presentations to campus and at regional, national, and international meetings of professional organizations Student Participants 1,078 1,120 1,244 Faculty-led Research Projects Students and faculty engaged in more than one project are counted in each project. Immersion Experiences. In addition to being a national leader in the number of students who study abroad, UW-Eau Claire also continues to expand the number of immersion experiences that provide students with opportunities to study and serve in multi-cultural communities throughout the United States. During the academic year, 180 students participated in 10 different immersion experiences that included a student group that worked with Hmong organizations in Fresno, California, and then applied what they learned to work with local Hmong organizations. Integrated Learning. Learning outcomes to enhance student global and multicultural competencies were drafted and are being piloted by 29 faculty and staff through courses, Blugold Bundles, intercultural immersion experiences, and living and learning communities. More than 170 students are enrolled in more than two linked courses with more than 500 students participating in the global pilot. Preliminary assessment indicates these efforts positively impact retention, and student and instructor engagement. 3

4 Core Strategy 2 More Graduates Increase 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-Eau Claire. UW-Eau Claire Total Headcount Enrollment Fall Semester Students Enrolled # % # % # % African American 48 0% 72 1% 78 1% American Indian 71 1% 55 0% 47 0% Southeast Asian 148 1% 237 2% 259 2% Other Asian American 129 1% 106 1% 94 1% Hawaiian/Pacific Is.* 3 0% 5 0% Hispanic/Latino(a) 107 1% 174 2% 188 2% Two or More Races* 94 1% 124 1% White 9,999 93% 10,284 90% 10,084 90% Unknown 136 1% 164 1% 93 1% International 128 1% 224 2% 262 2% URM % 609 5% 662 6% Transfer Students Total Headcount 10,766 11,413 11,234 More Graduates Plan 11,413 11,291 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 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-Eau Claire. Success and Progress Rate for UW-Eau Claire, Fall 2005 cohort 4 Years Later 6 Years Later 4 Years Later 6 Years Later First Time Full-Time Students Full-Time Transfer Students 80% 77% 92% 88% Graduated from UW-Eau Claire Graduated at Another Institution Still Enrolled at UW-Eau Claire Still Enrolled at Another Institution Source: Voluntary System of Accountability, College Portrait ( Degrees conferred at UW-Eau Claire totaled 2,198 in while five years earlier 1,991 degrees were conferred. UW- Eau Claire conferred 2,027 undergraduate degrees in , exceeding the More Graduates plan. Additional UW-EAU CLAIRE Indicators Increase in URM New Freshmen. As shown in the table below, the percentage of underrepresented minority students in UW- Eau Claire s new freshmen class has almost tripled compared to five years ago. Fall Semester % URM New Freshmen 3.2% 5.5% 8.1% Honors Program. The UW-Eau Claire Honors Program continues to grow. The holistic admissions process for the Honors program has played a key role in increasing the program s enrollment to more than 500 students. In addition, participation in integrative learning experiences, like the Bridgman Residence Hall Living-Learning community, are a new area of focus for the Honors Program. Bachelor of Professional Studies. In the fall of 2011, UW-Eau Claire launched the UW System s first bachelor of professional studies degree and UW-Eau Claire s first fully online bachelor s degree program. This degree in organizational leadership and communication is a 60-credit degree completion program designed for adults who have completed an associate of arts and sciences degree at a UW System two-year campus, those who have completed a comparable associate degree, or individuals with sufficient transferable credits to pursue their educational goals. Veteran Students. Recruiting and retaining military veterans and their dependents is a priority at UW-Eau Claire. In 2011, a Military Benefits Coordinator was hired to advise and assist the more than 350 veterans on campus. In addition, UW-Eau Claire offers a Veterans Center, Veterans Club, and an advisory committee that reports to campus administration. 4

5 Core Strategy 2 More Graduates Closing the Achievement Gap Reduce 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-Eau Claire New Freshmen Entering Full Time 2nd Year Retention Rate at Institution Where Started 2000 Fall Cohort 2010 Fall Cohort # % # % African American 6 * 13 92% American Indian 10 60% 8 * Southeast Asian 27 81% 55 91% Other Asian American 20 80% % Hawaiian/Pacific Is. 1 Hispanic/Latino(a) 13 69% 51 73% Two or More Races % White 1,980 80% 1,867 84% Unknown 4 * 5 * International 19 89% 12 75% URM % % Pell Recipients % % Total New Freshmen 2,079 80% 2,058 84% More Graduates Plan 86% 1 New race/ethnicity categories were implemented in 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-Eau Claire New Freshmen Entering Full Time 6 Year Graduation Rate at Institution Where Started 2000 Fall Cohort 2005 Fall Cohort # % # % African American 6 * 10 * American Indian 10 * 11 82% Southeast Asian 27 44% 29 41% Other Asian American 20 55% 30 47% Hispanic/Latino(a) 13 46% 15 80% White 1,980 60% 1,934 66% Unknown 4 * 22 68% International 19 37% 12 58% URM % 65 57% Pell Recipients % % Total New Freshmen 2,079 59% 2,063 65% More Graduates Plan 65% 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. 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 Closing the Achievement Gap in Retention Rates at UW-Eau Claire Baseline Fall 2010 Baseline Fall % 40% 60% 80% 100% Closing the Achievement Gap in Graduation Rates at UW-Eau Claire Baseline Fall 2005 Baseline Fall URM Non-URM Pell Non-Pell 20% 40% 60% URM Non-URM Pell Non-Pell 80% Gap: 5% 2015 Goal: 2% Gap: 4% Status: In Progress Gap: 3% 2015 Goal: 1% Gap: 1% Status: In Progress Gap: 12% 2015 Goal: 6% Gap: 8% Status: In Progress Gap: 9% 2015 Goal: 4% Gap: 9% Status: In Progress *Five or fewer students were retained or graduated. 5

6 Core Strategy 3 Well-Paying Jobs Increase the creation of well-paying jobs by expanding the university research enterprise while linking academic programs to entrepreneurship and business development. Part of UW-Eau Claire 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-Eau Claire were $938,000 in fiscal year 2011 (FY11), down from $1.4 million in FY10. Degrees in high-need and leading-edge fields are important to meet the demand for workers in fast-growing occupations, such as in science, technology, engineering, and mathematics (STEM) and health fields. In , UW-Eau Claire conferred 245 STEM degrees and 331 degrees in health fields, compared to 225 STEM degrees and 230 in health fields five years ago. UW-Eau Claire s graduates contribute to Wisconsin s economy through higher levels of discretionary spending and by paying higher taxes. The differences in earnings between college and high school graduates is $21,000 on average. Overall, 58% of UW-Eau Claire graduates remained in the state, with 23% living in the West Central region. Of Wisconsin residents who graduated from UW-Eau Claire, 73% remained in the state. Additional UW-Eau Claire Indicators International Business Major. UW-Eau Claire is the first college or university in northwestern Wisconsin to offer an international business degree. The bachelor of business administration degree in international business, approved in June 2011, will help keep UW-Eau Claire at the forefront of global education in northwestern Wisconsin. The new degree was developed using a grant from the U.S. Department of Education. STEM & Health Fields Enrollment. Enrollment in STEM and health fields programs has increased by 26% since This increase reflects UW-Eau Claire s commitment to offering programs in high-need and leading-edge fields. Current enrollment trends suggest that the number of degrees granted by UW-Eau Claire in STEM and health fields will continue to increase. Frac Sand Industry. UW-Eau Claire graduates are benefiting from the burgeoning frac sand industry in Wisconsin. An increasing number of geology graduates have found wellpaying positions with several sand mining companies in the area. One of these companies, EOG Resources, prides itself on hiring locally, and has been recognized by Fortune magazine as one of the best places to work in the U.S. for several years in a row. Applied Data Consultants, Inc. (ADC). Applied Data Consultants, in Chippewa Falls, employs many UW-Eau Claire graduates. These students come from a broad array of programs, including computer science, geology and geography. ADC uses revolutionary web technologies and employs modern geographic information systems (GIS) to deliver real-time, dynamic, geospatial web solutions for clients throughout the nation. 6

7 Core Strategy 4 Stronger Communities In partnership with communities, address Wisconsin s greatest challenges and priorities through intensified engagement, research, and learning. UW-Eau Claire has a positive impact on communities both by cultivating civic participation in students and through a variety of engagement efforts developed in partnership with communities. 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 Community service or volunteer work Community-based course project or service learning project Voting in local, state, or national elections UW- Eau Claire National Master s 79% 58%* 55%* 69% 46%* 49%* 47% 33%* 34%* *Significant differences from the UW-Eau Claire 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. One of many ways UW-Eau Claire is active in community outreach and engagement is by offering non-credit courses for professional development and personal enrichment. In fiscal year 2011, the total of non-credit continuing education course enrollments for UW-Eau Claire was 5,760. Additional UW-Eau Claire Indicators Meeting Regional Healthcare Needs. UW-Eau Claire is the only college offering baccalaureate and higher degree nursing programs in the northern, north central, and northwestern regions of the state and thus has the potential to impact the health of the people in this predominantly rural area of the state. A number of UW-Eau Claire graduates are working in critical access hospitals, rural health clinics, public health departments, community health centers, and/or with rural or underserved populations, thereby improving health care access and reducing health disparities in northern, north central, and western Wisconsin, in addition to parts of Minnesota. Additionally, through the use of distance education delivery methods, UW-Eau Claire is helping to meet the needs of communities in this region, as many nursing students are placebound nontraditional students unable to relocate due to family and financial/work obligations. Human Development Center. The Human Development Center (HDC) is an interdisciplinary program that offers affordable clinical services (e.g., assessment, consultation and intervention) to individuals and families from western Wisconsin. Under direct faculty supervision, student clinicians from multiple disciplines (e.g., communication sciences and disorders, education, nursing, psychology and social work) work with individuals experiencing problems associated with behavior, learning and social/emotional functioning. Approximately 75 clients receive services each year. The HDC also provides community outreach through the sponsorship of consultation and professional training to area agencies involved in working with children and families, including Eau Claire Area Public Schools and the Department of Family Medicine at UW-Madison. Tax Assistance Program. UW-Eau Claire Accounting students provide free income tax assistance to taxpayers who cannot afford to pay for professional help through the Volunteer Income Tax Assistance (VITA) program. All accounting majors participate in the VITA program. In addition, accounting and finance students gain financial advising experience while giving back to the Eau Claire community by participating in the Financial Literacy Improvement Program (FLIP). FLIP volunteers teach clients basic budgeting techniques and help them establish a financial plan for their lives. 7

8 Core Strategy 5 Resources Balance, diversify, and grow the university s financial resources and facilities while developing its human talent The resources of people, money, and facilities are what enable UW-Eau Claire to fulfill its mission to students and the people of Wisconsin. Diversity of faculty and staff is an indicator of UW-Eau Claire 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, 8.1% of UW-Eau Claire faculty and staff were people of color, or 104 out of 1,285. UW-Eau Claire Faculty and Staff of Color By Employment Category, Fall % 6.3% Faculty IAS Non-IAS Admin. Classified Grad Asst Total African American American Indian 7.4% IAS=Instructional Academic Staff 3.2% 3.2% Asian American Hispanic/Latino(a) UW-Eau Claire relies on revenue from a variety of sources to fulfill its mission. Revenue from all sources increased from $130 million in fiscal year 2006 (FY06) to $175 million in FY11. Revenue from gifts, grants, and contracts increased from 9% of total revenue in FY06 to 12% in FY % 8.1% Hawaiian/Pacific Is. Two or More Races Additional UW-Eau Claire Indicators Blugold Commitment: Differential Tuition. In the second year of the 4-year implementation schedule, the increase in studentapproved differential tuition should result in $9 million (FY12) total funding designated for enhancing academic quality, supporting more high impact practices and providing financial assistance to students. More than 60 programs and initiatives have been funded, including the equivalent of 30 faculty and staff positions. Foundation. The UW-Eau Claire Foundation continued its fundraising success ending FY11 with $4,329,940 in gifts from nearly 14,000 donors. This is the sixth year in a row Foundation gifts have exceeded $4 million. In addition, Foundation board members personally gave $125,000 over three years to support international study and immersion scholarships. New Student Center. The new W. R. Davies Student Center is scheduled to open in time for the fall 2012 semester. The $48.8 million project is funded through segregated fees paid by students. No tax dollars are involved in the development, construction, or operation of the building. In keeping with UW- Eau Claire s strategic values of stewardship and sustainability, the new student center will incorporate eco-friendly elements including a green roof and sustainability standards designed to consume 30% less energy than current codes require. The Priory. In October 2011, a subsidiary of the University of Wisconsin-Eau Claire Foundation, Inc., purchased the Priory, formerly St. Bede Monastery, located three miles south of the UW-Eau Claire campus. The property includes 112 mostly wooded acres and three building complexes totaling approximately 80,000 square feet. The first intended use of the Priory by the university will be as the relocation site for the current Children s Center. 8

9 Core Strategy 6 Operational Excellence Advance operational excellence by becoming more flexible, responsive, and cost efficient. UW-Eau Claire makes efficient use of its human, financial, and physical resources in a variety of ways. By encouraging progress toward degree completion, UW- Eau Claire 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 UW-Eau Claire students, are currently below the levels in , when the goal to reduce credits to the bachelor s degree was adopted. Average Credits Taken by UW-Eau CLaire Bachelor s Degree Recipients / / /04 Keeping administrative spending low allows UW-Eau Claire to concentrate resources on instruction and other studentrelated activities. Administrative spending at UW-Eau Claire was 34% of the national average in FY09, the most recent year of available national data. This means UW-Eau Claire spent $19 million less on institutional support than it would have if spending at the national average. Reducing energy usage is a goal for UW-Eau Claire and all state agencies. At UW-Eau Claire, energy usage in fiscal year 2010 (FY10) was 19.4% below the amount in FY05, the baseline year for state agencies / /08 09/ /11 Additional UW-Eau Claire Indicators Regional Data Center. With server space on campus near capacity, UW-Eau Claire Learning and Technology Services staff partnered with Chippewa Valley Technical College (CVTC), which has similar data center needs. CVTC s administration repurposed its Manufacturing Education Center as an Advanced Technology Center that will also house a regional data center. UW-Eau Claire and WISCNET will be partners in the venture with CVTC, with other regional partners joining later. Occupancy will occur in summer Process Improvement. Process improvement efforts continued in the areas of Accounts Payable and Purchasing, during FY11. Several electronic forms (e forms) were implemented, dramatically increasing the accuracy, quality, and timeliness of the transmitted information, all while reducing the amount of paper being printed and transferred from desk to desk. A team of UW-Eau Claire marketing students conducted data gathering from various purchasing processes and conducted interviews with internal customers. The findings from these efforts led to proposals for streamlining parts of the purchasing process, and provided excellent feedback on how to improve training for faculty and staff. Student Office of Sustainability (SOS). The SOS serves as an autonomous subunit of the Student Senate with the goal of spearheading the student-led sustainability efforts on campus. The SOS is responsible for allocating the approximately $220,000 green fund, supported entirely by student fees. Funds allocated by the SOS support projects that promote sustainable modes of transportation, increase energy efficiency, reduce the amount of waste created by UW-Eau Claire, and improve the natural habitat of Wisconsin s most beautiful campus. 9

10 Core Strategy 7 Collaborations Further leverage UW System s strengths and impact through collaborations among the campuses and with other Wisconsin partners. UW-Eau Claire 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-Eau Claire increases student access through collaborative degree programs, which are offered at multiple locations, integrate courses from different institutions, or both. UW-Eau Claire is a partner in ten of these formal arrangements, listed below. Collaborative Degree Program Dual Degree - BS in Physics, BS in Engineering BS in Nursing (Collaborative Program) Dual Certification in Special Education Master of Business Administration (MBA Consortium) Doctorate of Nursing (DNP) B of Professional Studies in Organizational Leadership and Communication Dual Degree - BS in Physics, BS in Engineering Dual Degree - BS in Geology, BS in Engineering Associate of Science Dual Degree Partner Institutions LAC, MSN, OSH, RVF, WTW GBY, MSN, MIL, OSH RVF LAC, OSH, PKS OSH EXT* University of Minnesota (Minneapolis, MN) University of Minnesota (Minneapolis, MN) RVF, STO, Chippewa Valley Technical College AASCU s program in China EXT* - UW-Extension provides administrative, financial, and other support to a number of UW System Collaborative Degree Programs. UW-Eau Claire has a variety of other partnerships in academic and non-academic areas. UW-Eau Claire nursing programs partner with St. Joseph s Hospital in Marshfield. These partnerships enable students from Central Wisconsin to earn a UW-Eau Claire nursing degree without traveling to the Eau Claire campus to attend classes, which means students with work or family commitments can complete their degrees more easily. This collaboration serves to increase the number of bachelor s degree-level nurses with ties to Central Wisconsin. Enrollment in the Marshfield nursing program, currently at 98, has increased sevenfold since the fall 2005 semester. Additional UW-Eau Claire Indicators Student Practicum Work. During the academic year, many students from UW-Eau Claire completed their practicum coursework in ways that benefited communities in the Eau Claire region. One example of this is the partnership between the university and local school districts. More than 1,000 UW- Eau Claire students did practicum work across nearly 150 schools in the region during the year. In addition, nearly 400 students in UW-Eau Claire s nursing program completed clinical work at more than 100 regional medical facilities. OrgSync E-Portfolio Tool. UW-Eau Claire, UW-Oshkosh, UW-River Falls and UW Stout worked collaboratively with the OrgSync staff to offer each respective campus an enhanced E-Portfolio for students, funded by the Growth Agenda Grant Program. The project allowed the creation of a tool that included a portfolio component and an enhancement to an Events Module, which offered new opportunities for assessing student learning. Students are able to use the tool to create an online portfolio of classes taken, reflections on their learning, employment history and references as well as involvement in campus activities and organizations. Facilities Partnerships. UW-Eau Claire continues to grow its partnerships to enhance campus facilities. A funding partnership composed of the UW-Eau Claire Foundation, Student Senate, and the university, supplemented with state and university facilities improvement funds, enabled a year-long, $1 million renovation of historic Schofield auditorium, was completed in early A continuing collaboration involving the university and city of Eau Claire also saw improvements to Bollinger Fields, home to women s soccer, athletics practice facilities, and intramural athletics, and City of Eau Claire recreation programs. 10

11 UW-EAU CLAIRE UW-Eau Claire s mission to provide a truly transformative liberal education and our vision to be a premier learning community support the UW System s goals to prepare more graduates for Wisconsin who are ready to meet the challenges of a global economy and able to take their place as active and engaged citizens. The University s Centennial Plan outlines the intention to transform learning by preparing and graduating students who benefit from an intensive focus on purposeful, rigorous learning; opportunities for real-world experience that include collaborative undergraduate research, service learning, and internships; and leadership efforts in providing international and multicultural immersion experiences. This report illustrates UW-Eau Claire 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 (above). 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-Eau Claire. 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: 11

12 uw-eau CLaire UW-EAU CLAIRE The Accountability Report can be found at