Four priorities
The current plan (adopted by the Board of Regents and revisited annually) organizes everything Porter funds and measures around four priorities: applied learning in every major, a career-outcomes rate the whole institution is judged on, closing outcome gaps for first-generation and low-income students, and regional economic partnership — research and workforce work with employers within about a hundred miles of Porter Falls.
How it was built
The plan came out of two years of listening sessions with faculty, staff, students, alumni, and regional employers, plus a data review of enrollment, retention, and outcomes trends. A steering committee with seats reserved for students and staff — not just faculty and administration — drafted the priorities before Faculty Senate and the Board of Regents approved them.
How progress is tracked
Each priority has a small set of public metrics — the career-outcomes rate, the first-generation retention gap, the number of employer-partnered capstones — published on the sustainability-dashboard-style public reporting page and reviewed by the cabinet each semester. A metric that is not moving gets a stated reason and a revised approach, not a quiet drop from the report.
What it changes for a student
Most of it is invisible day to day, but it shapes real things: why every major now requires an applied capstone or co-op, why advising moved to an early-alert model, why the employer-partners program expanded, and why first-generation support got a dedicated office rather than a line inside another one.
Fictional information
UW–Porter Falls is a work of parody. Every office, person, building, phone number and statistic on this page is invented; nothing here describes a real institution or a service you can actually contact.