University of Wisconsin-Milwaukee
Campus Strategic Planning Document
Mark A. Mone, PhD
July 26, 2013
Developing UWM’s Strategic Plan: The Approach
Developing UWM’s 2013-2020 Strategic Plan is among the most central and vital tasks to be
completed by May 2014. Facing significant internal and external challenges and opportunities,
we must establish firmly and clearly our direction, develop priorities and assert action, seize
those opportunities and address the challenges. The plan that we create will become the strategic
blueprint for future success, one that will enable UWM’s vision to become realized.
Central elements in our strategic planning include the campus’ academic planning (e.g.,
enrollment management, research growth, and curriculum plans) and new budget model, both of
which are currently underway. We convened the Core Strategic Planning team in November,
2012 and are in the process of establishing other teams. We will complete the plan by May
2014, as described below and on the following pages.
In our approach, there are four phases of development including a dozen action areas. These
actions are being refined through collaborative discussion with a Core Planning Team to include,
among other items, projected timelines, processes, metrics, responsibilities, survey and interview
forms, and evaluations of progress.
Strategic Planning Requirements and Deliverables
Our primary objective is to develop a plan for 2013-2020 that helps the University to realize the
following UWM vision:
We will be a top-tier research university that is the best place to learn
and work for students, faculty and staff, and a leading driver for
sustainable prosperity. We will accomplish this through a commitment to
excellence, powerful ideas, community and global engagement, and
collaborative partnerships.
In a collaborative, inclusive fashion, our comprehensive strategic plan will include:

Identification of the University’s strengths, weaknesses, opportunities and threats
(drawing from campus units’ academic and strategic planning, budget model planning,
Enterprise Risk Management work and other areas).
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


An environmental scan describing challenges UWM faces today and in the future.
The integration of current significant UWM initiatives and activities.
A long-range establishment of priorities, clear and attainable measurable goals, and
timelines that support our vision and mission—consistent with our values.
Chancellor Mike Lovell identified the need for strategic planning and charged the Provost and
Vice Chancellor for Academic Affairs, Johannes Britz, with overseeing strategic planning. From
a campus-wide RFP call, Professor Mark Mone was selected to facilitate the strategic planning
process.
Phase I: Planning and Involving the Campus Community
1. Forming the UWM Core Strategic Planning Team, one that is highly functioning,
representative of our internal and external constituents, and developed in a way that
engenders confidence and buy-in. A core team of sixteen people (see Appendix 1 for
members and general role) has representation from governance groups, including faculty,
academic and classified staff, administration, students, and alumni, and works with
external stakeholders including neighbors, advisory council members, community
participants (e.g., healthcare, business, not-for-profit, labor, legal, local elected officials),
regents, legislators, and others. This team will benefit from including people who have
experience in strategic planning and are familiar with planning processes at academic
institutions. Our Core team is diverse in both the traditional, demographic sense of
diversity as well as diverse thinking and alternative approaches. The core team will be
supplemented with campus participants organized and begun first by specific functional
team assignments (e.g., communication, inclusion, website management, background
work on data, trends and benchmarking) and then begin to address other thematic work
group roles (see Appendix 2). Administrative staff will support our work.
2. Developing an overall set of objectives, clear statement of deliverables, communication
plan, and draft timeframe. Drawing from the original RFP for UWM’s strategic plan,
this document is our internal working plan, guiding our actions. We have established a
clear division of labor for the different duties and tasks in the action plan (e.g., involving
numerous members of the Core planning team, operational teams, and staff support with
specific roles and responsibilities). Because separate groups are working on campus
budgeting models, academic plans, or other UWM initiatives, we will incorporate their
findings—not try to replicate them—as we proceed. In our charter and timeframe, we
delineate the sequence of activities that establish and define the roles of the Core
Strategic Planning and Operational (Functional and Thematic Teams).
3. To supplement the campus’ established vision and mission statements, the development of
UWM’s Guiding Values is currently underway. The Chancellor’s cabinet and
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representatives from campus governance developed draft Guiding Values in August,
2012. The Chancellor subsequently shared these values with governance groups in
separate meetings, and with the campus in his September 20, 2012, Plenary address. The
UWM Guiding Values were formally approved by the Faculty and Academic Staff
Senates and Classified Staff Advisory Council, with the last endorsement achieved in
February, 2013 (see Appendix 3). The Guiding Values are incorporated into our plan to
guide priorities and decision making.
4. Developing an approach that identifies specific goals, based on current and projected
strengths, weaknesses, opportunities and threats, environmental dimensions and trends,
unique UW-Milwaukee elements, organizational structure, and governance issues that
support our mission, vision and values in the following areas: Top-Tier Research
University, Sustainable Prosperity, Academic Planning, Successful Students:
Recruitment, Retention, & Remediation, Access, Diversity & Inclusion, Financially
Sustained University, Technology (Digitization and other elements), Physical Aspects,
Internationalization, BP2W, and Community Engagement.
Phase II: Collecting Data & Engaging Stakeholders
5. As we examine relevant strategic issues during initial discussions, we will engage
stakeholders to seek their input in our website, focus groups or interviews to get their
views on critical issues—this helps inform the questions, rather than having the format or
questions change as the interviews, focus groups, and surveys are underway.
6. As the data collection tools are established, we will design an inclusive, comprehensive
approach to engage all stakeholders in the process. The planning team would ensure
representation of all constituents and communication of our planning process and
timeline with them. Through a comprehensive survey, interview, and focus group design,
perhaps including social media, there would be extensive involvement of hundreds if not
thousands of individuals and, through this process, buy-in created for the resulting
strategic planning outcomes.
7. We will then commence with data collection: surveys, interviews, and focus groups with
faculty, staff, students, administration, alumni, community groups, UWS (including
regents and legislators), and other relevant stakeholders. Campus technology and, in
particular, University Relations (IT) staff would be drawn from.
Phase III: Background, Best Practices, and Crafting and Communicating the Plan
8. Integrating knowledge from trends in higher education and other academic institutions
via benchmarking and best practices—again examining peer and especially aspirant
universities—to consider directions, actions, and objectives that will contribute to a
highly effective strategic plan.
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9. Drawing from the data collected though a highly involved and consultative process,
careful analyses and evaluation will be performed. The data collected will allow for both
quantitative and qualitative analyses, identifying in particular themes and patterns as we
craft our initial plan. Sample elements of the plan could include:
A. Identifying major realistic, achievable goals that can be reached during the
2013-2020 timeframe (e.g., enrollment targets, continuing and new strategic
objectives, research funding, academic curricula, collaborative undertakings,
etc.)
B. Explaining how we can coordinate existing activities and major initiatives (see
Appendix 4 for a listing and Appendix 5 for how they map with the Thematic
Teams)
C. Developing prioritized plans in UWM’s resource constrained environment
D. Establishing a roadmap that outlines and integrates our mission, vision,
values, strategic direction and goals, and available resources—while
recognizing our structure, governance, and administration.
10. Presentations of the draft strategic plan for feedback and consultation with various
constituent groups, making revisions as necessary. Such presentation(s) and listening
sessions will be part of a larger communication and engagement plan with all relevant
stakeholder groups.
Phase IV: Refining and Finalizing the Plan
11. Presenting the next and close-to-final plan to stakeholders to incorporate final feedback
as we prepare all of the elements and perform final evaluation of internal and external
factors (recognizing that several months—will have elapsed between the planning stage
and completed plan stage).
12. The final deliverable will be a complete plan, per the descriptions above (e.g., # 9 and
#11), that contains strategic directions, prioritized action areas, ownership
responsibilities, rollout timeframes, and metrics for evaluating progress, including
measurable goals and objectives. The strategic plan will be only as effective as the
execution of that plan, so at least equal emphasis in our plan must be placed on the how
as to the what of the strategy.
Guiding Principles and Characteristics
1. Our approach is collaborative, inclusive, and engaging, drawing from UWM experience
and expertise in strategic planning—and implementation.
2. While the Core Strategic Planning Team will have approximately sixteen people and the
Operational Teams will have a larger number of participants, our process will involve
hundreds of people through surveys, interviews, focus groups and other forms of
technology-aided data collection to inform our planning.
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3. In addition to receiving input from all stakeholders as we develop our strategic plan, we
will also serve as educators—sharing iteratively the progress that we make, reflecting on
the feedback, and identifying the necessary and possible transformations that UWM can
make to prepare for the future. Our website will serve an important purpose in both
sharing information and containing mechanisms for receiving input as we develop the
plan (please see Appendix 6 for website screenshot).
4. We will incorporate stakeholder analysis, SWOT, strategy canvas (road mapping tool),
elements from Hamel, Porter, and other leading strategists, and draw from relevant
expertise, research, teaching and consulting knowledge and work in higher ed.
5. The approach is highly structured and yet, through the processes described, it is flexible
and highly customized, tailored to UWM’s unique needs, opportunities, and complexities.
Our goal is to provide UWM with the strategic blueprint and support for future success. We look
forward to helping craft the strategic plan that collaboratively and decisively creates a stronger
campus, one that enhances our vision to make UWM a top-tier research university that is the best
place to learn and work for students, faculty and staff and a leading driver for sustainable
prosperity.
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APPENDIX 1
UWM Core Strategic Planning Team
This group will serve as the coordinating team with oversight responsibility for the work done by
the operational teams, described on the following pages. Members are drawn from campus
governance and leadership groups and community participants, primarily, including:
Swarnjit Arora, Academic Planning & Budget Committee (Chair)
Jean Salzer, Academic Staff Committee Chair
John Boyland, Academic Planning & Curriculum Committee (Chair)
Michele Bria, President & CEO, Journey House (community member)
Michael Brondino: Graduate Faculty Council (Chair)
Richard Cox, Executive Director, Neighborhood House of Milwaukee and alumna
Jackie Fredrick, CEO & President, BloodCenter of Wisconsin and UWM alumna
Helaine Hickson, Academic Staff at large
Michael LaLiberte, Vice Chancellor, Student Affairs
Michelle Rios, Faculty at Large
Mark Schwartz, University Committee (Chair)
Stan Stojkovic, Academic Deans Council
LeRoy Stoner, Physical Environment Committee (Chair)
Julia Taylor, Greater Milwaukee Committee
Mark Jensen: Student representative
Stan Yasaitis, Classified Staff Advisory Council (Chair)
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APPENDIX 2
Strategic Planning Operational Teams
Functional Teams, with chairs and co-chairs, these teams will take the reports and products of
the thematic teams, described below, and fashion them into the strategic plan
Communication Team: Provide updates and assure that the strategic planning team is highly
communicative with its processes and development (monthly updates in Chancellor’s and
UWM’s reports, website, etc.).
Stakeholder Engagement Team: To ensure that we convene town halls, focus groups, surveys
and promote other ways to proactively include the voices of all relevant constituents: faculty,
staff, students, administration, and external constituents.
Data Gathering & Benchmarking Team: Assist with SWOT, inclusion of relevant data, trends
and information relevant to higher ed, comparisons with peer and aspirant schools.
Writing & Synthesizing Team: Working with concurrent campus initiatives and thematic teams
(below), drawing from all relevant information, to identify themes and craft the drafts of the
Strategic Plan.
Administrative & Technical Support Team: Scheduling, internal communications, minutes,
capturing relevant data and assisting with all aspects of the teams’ work.
Thematic Teams: With chairs, co-chairs, and members representing leadership in these areas,
the following teams will be charged with integrating campus initiatives (see Appendix 5) into the
following thematic areas. They will be expected to collaborate across these themes to develop
integrative, coordinated goals and objectives.
Top-tier Research University (including interdisciplinary efforts)
Sustainable Prosperity
Academic Planning
Successful Students: Recruitment, Retention, and Remediation
Access, Diversity and Inclusion
Financially Sustained University
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APPENDIX 2, Cont’d
Strategic Planning Operational Teams
Technology (Digitization and other elements)
Physical Aspects: Green campus, Master Plan, etc.
Internationalization
Human Capital: Faculty and Staff Attraction, Development and Retention
Community Engagement
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APPENDIX 3
UWM Guiding Values*
We value:








Innovation, leadership, and collaboration that fosters learning through education,
scholarship and research, and public service.
Opportunities for open inquiry to support the positive transformation of individuals
(students, faculty, and staff), institutions, and communities.
A caring, compassionate, and collegial community characterized by mutual respect and
safety
Diversity in all of its definitions, including who we are, how we think, and what we do.
Ethical behavior, based on integrity, accountability, and responsibility in all practices as a
learning organization.
Transparent and inclusive decision making.
Stewardship of resources that promote sustainability, prosperity, and equity for all in the
local and global community.
Pride in our institution, our unique qualities and our vital role.
*Approved by Faculty Senate, Academic Staff Senate, and Classified Staff Advisory Council
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APPENDIX 4
Existing UWM Initiatives & Activities to Incorporate into Strategic Plan
Campus Budget Model
Academic Planning
Master Plan
Best Place to Work (BP2W)
Best Place to Learn (BP2L)
Space Planning
Graduate School reorganization
School of Continuing Ed review
Faculty and Staff Development Reorg’n
Athletics Strategic Plan
Faculty and Staff Compensation Planning
Research Strategic Plan
Removing Obstacles to Student Progress: Northwest Quadrant
RRR (Recruitment, Retention & Research)
Comprehensive Campaign
University Personnel System (UPS)
Strategic Enrollment Management Plan
Travel Reorganization Plan
Cyber Redevelopment Infrastructure Plan
Transportation Plan
Internationalization: Growth Planning
Debt Service
Restructure and Integration work
Inclusive Excellence
Enterprise Risk Management
Digital Future
Neighborhood Relations
Flexible Degree Programs (UWS)
Units’ Strategic Plans
Human Resource Systems (HRS)
Center Consolidations
Economic Development
Accreditation (Strategic Indicators of Higher Learning)
UWS Performance Measures legislative mandate
Human Capital Initiatives (succession planning, professional development)
All non-Kenwood Ave. campus locations (ZPSH, SFS, Research & Innovation, etc.)
Campus Branding
Student Access (for Success)
Career Preparation & Advancement
Entrepreneurship & Job Creation
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APPENDIX 5
Campus Initiatives, Comprehensive Campaign Priorities and Themes, and Enterprise Risks
Mapped on to Thematic Teams
Note. Some of the initiatives and activities may be addressed in multiple Thematic Teams, as indicated
below. However, the team in which they are listed is the primary team, responsible for working with and
across other teams to develop campus-wide strategic objectives and plans. Further, the activities and
initiatives listed under each theme are not meant to be an exhaustive list; rather, consider these to be
starting points, with the Thematic teams charged with forming an inclusive and (likely) overlapping list
with other Thematic teams.
*The ERM risks included below each thematic team have been obtained from the larger map of risks, as
prioritized by the steering committee, which is included in Appendix 7.
1. Top-tier Research University (including interdisciplinary efforts)
A. Related Campus Initiatives & Activities
Research Strategic Plan
Units’ Strategic Plans—related to Academic Planning, also
Multiple other research initiatives and working groups (e.g., Research
Cyberinfrastructure; Research Funding group)
B. Risks
Primary assigned risk(s):
Compliance challenges associated with various State, Local, Federal policies and
requirements (12-34, High Cost)
Secondary assigned risk(s):
Administrative Risk: Potentially limited ability to provide an administrative
infrastructure that will effectively support the campus' growth initiative (12-23, High
Cost)
UWM’s role in the future of education (12-16, High Cost)
Faculty/Staff Morale issues (12-37, High Cost)
Brand/Identity: What is UWM (12-31, High Cost)
Strategic Student Enrollment process – Opportunity (12-18, High Cost)
Lack of process for expedited decision making (12-39, Low Cost)
C. Comprehensive Campaign Priorities/Themes**
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Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Technology, Energy & Water
2. Sustainable Prosperity (part of our campus vision statement: prosperity in the
community, region and beyond)
A. Related Campus Initiatives & Activities
Economic Development
Career Preparation & Advancement
Entrepreneurship & Job Creation
B. Risks
Primary assigned risk(s): N/A
Secondary assigned risk(s):
Brand/Identity: What is UWM (12-31, High Cost)
UWM’s role in the future of education (12-16, High Cost)
Opportunity: Focus on Fortune 500/1000 (12-25, High Cost)
C. Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Discovery
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
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Health & Wellness
Student Experience
Technology, Energy & Water
3. Academic Planning
A. Related Campus Initiatives & Activities
Integrative Academic Planning Process
Graduate School Reorganization
Restructure and Integration work
Center Consolidations
Accreditation (Strategic Indicators of Higher Learning)
UWS Performance Measures legislative mandate
B. Risks:
Primary assigned risk(s):
UWM’s role in the future of education (12-16, High Cost)
Limited student advisor training and processes (12-28, High Cost)
Opportunity: Focus on Fortune 500/1000 (12-25, High Cost)
Lack of process for expedited decision making (12-39, Low Cost)
Limited collaboration across Colleges/schools (12-24, Low Cost)
Opportunity: Making the Honors College, Study Abroad, academy scholars, office of
undergraduate research, Living learning, etc. more visible (12-13, Low Cost)
Secondary assigned risk(s):
Faculty/Staff Morale issues (12-37, High Cost)
Brand/Identity: What is UWM (12-31, High Cost)
Operational constraints: lack of funding for the operation of new assets (12-7, High
Cost)
Strategic Student Enrollment process – Opportunity (12-18, High Cost)
Multiple initiatives may result in burn-out, conflicting requirements, or inability to
complete specific projects or to meet multiple demands (12-29, Low Cost)
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C. Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
4. Successful Students: Recruitment, Retention, and Remediation
A. Related Campus Initiatives & Activities
Best Place to Learn (BP2L) aspects of Campus Vision statement
Athletics Strategic Plan
Removing Obstacles to Student Progress (RRR)
Strategic Enrollment Management Plan
Campus Branding (part of other Thematic Teams as well)
B. Risks
Primary assigned risk(s):
Strategic Student Enrollment process – Opportunity (12-18, High Cost)
Brand/Identity: What is UWM (12-31, High Cost)
Governance: Student participation and oversight (12-22, Low Cost)
Secondary assigned risk(s):
Opportunity: Staff/Faculty long term development and establishment of a culture which
incentivizes growth and excellence (12-27, High Cost)
C. Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
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Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
5. Access, Diversity and Inclusion
A. Related Campus Initiatives & Activities
Inclusive Excellence
Student Access (for Success)
B. Risks
Primary assigned risk(s):
Lack of understanding and agreed definition and approach on Inclusion vs. Access (1214, High Cost)
Secondary assigned risk(s):
Brand/Identity: What is UWM (12-31, High Cost)
C.
Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
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6. Financially Sustained University
A. Related Campus Initiatives & Activities
Campus Budget Model
Comprehensive Campaign
Debt Service
Enterprise Risk Management (part of other Thematic Teams as well)
B. Risks
Primary assigned risk(s):
Operational constraints: lack of funding for the operation of new assets (12-7, High
Cost)
Fundraising (threat/opportunity): Limited fundraising resources and processes (12-36,
High Cost)
Administrative Risk: Potentially limited ability to provide an administrative
infrastructure that will effectively support the campus' growth initiative (12-23, High
Cost)
Prioritization of resources/project management (12-20, Low Cost)
Financial Planning and Controls (12-5, Low Cost)
Secondary assigned risk(s):
Compliance challenges associated with various State, Local, Federal policies and
requirements (12-34, High Cost)
IT/systems and resources (12-1, High Cost)
C. Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
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Health & Wellness
Student Experience
Technology, Energy & Water
7. Technology (Digitization and other elements)
A. Related Campus Initiatives and Activities
Cyber Redevelopment Infrastructure Plan
Digital Futures
Educational Technology Initiatives
Flexible Degree Programs (UWS)—related to Academic Planning Thematic Team, also
B. Risks
Primary assigned risk(s):
IT/systems and resources (12-1, High Cost)
COOP: IT/Other (12-4, High Cost)
C. Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
8. Physical Aspects of Campus:
A. Related Campus Initiatives & Activities
Master Plan
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Space Planning
Northwest Quadrant
Transportation Planning
All non-Kenwood Ave. campus locations (ZPSH, SFS, Research & Innovation, etc.)-related to Academic Planning, Research, and other Thematic Teams
B. Risk
Secondary assigned risk(s):
Operational constraints: lack of funding for the operation of new assets (12-7, High
Cost)
Prioritization of resources/project management: (12-20, Low Cost)
Lack of process for expedited decision making (12-39, Low Cost)
C. Comprehensive Campaign Priorities/Theme(s)**
Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
9. Internationalization
A. Related Campus Initiatives & Activities
Growth in International Students (3,000 by 2018)
B. Risk
Primary assigned risk(s):
Proper documentation for international students and tracking of all admitted students
(12-35, Low Cost)
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Secondary assigned risk(s):
Brand/Identity: What is UWM (12-31, High Cost)
C. Comprehensive Campaign Priorities/Theme(s)**
Priorities:
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
10. BP2W (Human Capital): Faculty and Staff Attraction, Development and Retention
A. Related Campus Initiatives & Activities
Best Place to Work Campus-wide Initiatives
BP2W Unit- and Division-wide activities
University Personnel System (UPS)
Human Resource System (HRS)
Faculty and Staff Development Reorganization
Faculty and Staff Compensation Planning
Travel Reorganization Plan
Human Capital Initiatives (succession planning, professional development)
B. Risk
Primary assigned risk(s):
Faculty/Staff Morale issues (12-37, High Cost)
Opportunity: Staff/Faculty long term development and establishment of a culture which
incentivizes growth and excellence (12-27, High Cost)
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Multiple initiatives may result in burn-out, conflicting requirements, or inability to
complete specific projects or to meet multiple demands (12-29, Low Cost)
Limited student advisor training and processes (12-28, Low Cost)
Crisis/Complaint/Concern/Incident Management Opportunity (12-8, Low Cost)
Secondary assigned risk(s):
Lack of understanding and agreed definition and approach on Inclusion vs. Access (1214, High Cost)
C. Comprehensive Campaign Priorities/Themes**
Priorities:
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Technology, Energy & Water
11. Community Engagement
A. Related Campus Initiatives & Activities
School of Continuing Education Review
Neighborhood Relations
B. Risk
Primary assigned risk(s):
Town-Gown Relationship, Threat or Missed Opportunity (12-32, Low Cost)
Secondary assigned risk(s):
UWM’s role in the future of education (12-16, High Cost)
C. Comprehensive Campaign Priorities/Themes**
Priorities:
Student Excellence & Talent Development
Faculty Research
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Regional Economic Development, Innovation & Entrepreneurship
Themes:
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
Arts & Culture
Education & Community Engagement
** The UWM Office for Development & Alumni Relations has identified tentative Campaign Priorities
and Institutional Themes for a future comprehensive fundraising campaign. Campus leaders and external
friends and supporters of UWM participated in the process of creating these. Final themes, and specific
priorities of academic units and non-academic divisions, are currently under development, and will be
announced at the time the campaign is publicly launched. The campaign is expected to last for seven
years, and themes initially identified may be altered in the future.
The following Campaign Priorities are UWM’s campus-wide priorities, without regard to any specific
initiative or objective.
Student Excellence & Talent Development
Faculty Research
Regional Economic Development, Innovation & Entrepreneurship
The following Institutional Themes “tell the UWM story” to an external audience. These themes
position our campaign priorities and leverage the particular academic programs, research initiatives,
capital projects, scholarships, and other specific fundraising objectives identified as funding priorities by
campus leaders. Many specific projects will likely fall within more than one Theme.
Arts & Culture
Education & Community Engagement
Entrepreneurship & Innovation
Health & Wellness
Student Experience
Technology, Energy & Water
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APPENDIX 6
Strategic Planning Website Screenshots
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APPENDIX 7
ERM Risks Mapped to Thematic Teams
FEBRUARY 2013
PRIMARY ASSIGNED
RISKS
SECONDARY ASSIGNED
RISKS
THEMATIC TEAM
HIGH COST
(>$25k)
1. Top-tier Research
University
(including
interdisciplinary
efforts)
LOW COST
12-34
HIGH COST
(>$25k)
LOW COST
12-23, 1216,
12-39
12-37, 1231, 12-18
2. Sustainable
Prosperity (part of
our campus vision
statement:
prosperity in the
community,
region and
beyond)
12-31, 1216, 12-25
3. Academic
Planning
12-16, 1228, 12-25
12-39, 1224, 12-13
12-37, 1231, 12-7,
12-18
4. Student Success
and Enrollment
(Recruitment,
Retention, and
Remediation)
12-18, 1231
12-22
12-27
12-29
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5. Access, Diversity and
Inclusion
12-14
6. Financially Sustained
University
12-7, 12-36,
12-23
7. Technology
(Digitization and
other elements)
12-31
12-20, 125
12-1, 12-4
8. Physical Aspects of
Campus:
12-7
9. Internationalization
10. BP2W (Human
Capital): Faculty and
Staff Attraction,
Development and
Retention
11. Community
Engagement
12-34, 121
12-37,1227
12-35
12-31
12-29, 1238, 12-8
12-14
12-32
12-16
12-20, 1239
Noted below is a “short description” of each mapped risk as well as an indication as to how the risks
were ranked by the Workshops and the Steering Committee (pages 3-5)
Also noted below is the “long description of all risks,” including the 14 high-cost risks and the 11 lowcost risks that were mapped to the Thematic Teams (pages 6-13)
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High Cost Risks, mapped to Thematic Teams, as prioritized by the steering group, for risks perceived by more than 50% of workshop participants to require
funding in excess of $25,000 by either the University or UW System to mitigate- in prioritized order.
Milwaukee 2 - 2012 Vote
Impact (1-5)
Likelihood
(1-4)
Inherent Risk
% Mitigation
High
cost
Priority
Control
(1-4)
Impact (1-5)
Likelihood
(1-4)
Inherent Risk
% Mitigation
High
cost
Priority
Steering
group
High
cost
rank
Control
(1-4)
Milwaukee 1 - 2012 Vote
UWM12-37
Faculty/Staff Morale issues
1.19
4.04
3.76
VH
1.00
1 of 15
1.06
3.82
3.65
VH
100%
tied 1
of 15
1
UWM12-1
IT/systems and resources
2.42
3.15
3.10
VH
0.89
4 of 15
1.39
3.79
3.47
VH
100%
tied 1
of 15
2
UWM12-31
Brand/Identity: What is UWM
1.76
3.61
3.28
VH
1.00
tied 2
of 15
1.47
3.47
3.58
VH
94%
UWM12-34
Compliance challenges associated
with various State, Local, Federal
policies and requirements
1.80
3.42
2.76
VH
0.95
tied 9
of 15
2.11
3.52
2.53
VH
82%
UWM12-7
Operational constraints: lack of
funding for the operation of new
assets
1.79
3.26
3.26
VH
1.00
6 of 15
UWM12-18
Strategic Student Enrollment process
- Opportunity
1.47
3.47
3.05
VH
1.00
tied 7
of 15
2.05
3.25
2.94
VH
84%
4 of
15
6
UWM12-16
UWM’s role in the future of
education
1.70
3.80
3.25
VH
1.00
5 of 15
1.72
3.95
3.18
VH
95%
3 of
15
7
UWM12-36
Fundraising (threat/opportunity):
Limited fundraising resources and
processes
1.85
3.29
2.80
VH
88%
tied 7
of 15
7
Risk ID
Risk Driver Short Name
3
3
9 of
15
4
5
25 | P a g e
Milwaukee 2 - 2012 Vote
Likelihood
(1-4)
Inherent Risk
% Mitigation
3.21
3.30
VH
100%
6 of
15
9
UWM12-4
COOP: IT/Other
1.96
3.91
2.53
VH
100%
tied 7
of 15
10
UWM12-27
Opportunity: Staff/Faculty long term
development and establishment of a
culture which incentivizes growth and
excellence
1.61
3.33
3.38
VH
0.95
1.52
3.47
3.52
VH
100%
5 of
15
11
UWM12-25
Opportunity: Focus on Fortune
500/1000
1.57
2.88
2.70
VH
0.71
2.10
3.10
2.63
VH
89%
14 of
15
12
UWM12-14
Lack of understanding and agreed
definition and approach on Inclusion
vs. Access
1.65
2.80
2.05
H
0.85
1.31
3.21
2.95
VH
95%
10 of
15
13
UWM12-28
Limited student advisor training and
processes
1.54
3.45
3.72
VH
1.00
% Mitigation
1.68
Likelihood
(1-4)
UWM12-23
Administrative Risk: Potentially
limited ability to provide an
administrative infrastructure that will
effectively support the campus'
growth initiative
Impact (1-5)
Risk Driver Short Name
Impact (1-5)
Steering
group
High
cost
rank
Control
(1-4)
High
cost
Priority
Risk ID
Control
(1-4)
Inherent Risk
Milwaukee 1 - 2012 Vote
High
cost
Priority
tied 7
of 15
tied 2
of 15
14
26 | P a g e
Low Cost Risks, mapped to Thematic Teams, as prioritized by the steering group, for risks perceived by more than 50% of workshop
participants to require funding in excess of $25,000 by either the University or UW System to mitigate - in prioritized order.
Mitigation
3.09
%
3.54
Inherent Risk
Likelihood
(1-4)
Low
cost
Priority
Impact
(1-5)
SG
Control
(1-4)
Mitigation
%
Inherent Risk
Likelihood
(1-4)
Low
cost
Priority
Impact (1-5)
Milwaukee 2 - 2012 Vote
Control
(1-4)
Mitigation
Risk
%
Likelihood
(1-4)
Inherent
Risk Driver Short Name
Impact (1-5)
Risk ID
Control
(1-4)
Milwaukee 1 - 2012 Vote
ran
k
UWM12-20
Prioritization of resources/project
management:
1.43
3.38
3.35
VH
88%
1 of 11
UWM12-5
Financial Planning and Controls
2.15
2.63
2.63
VH
95%
2 of 11
UWM12-35
Proper documentation for
international students and tracking
of all admitted students
UWM12-29
Multiple initiatives may result in
burn-out, conflicting requirements,
or inability to complete specific
projects or to meet multiple demand
UWM12-8
Crisis/Complaint/Concern/Incident
Management Opportunity
UWM12-32
Town-Gown Relationship, Threat or
Missed Opportunity
2.23
3.09
3.30
VH
100
%
tied 6 of
11
6
UWM12-38
HR System: Staff/Faculty
management: Performance
management
1.66
3.30
3.20
VH
95%
5 of 11
7
UWM12-39
Lack of process for expedited
decision making
1.71
3.23
3.30
VH
86%
3 of 11
8
UWM12-24
Limited collaboration across
Colleges/schools
1.50
3.12
3.75
VH
100
%
8 of 11
9
1.72
3.22
3.22
VH
91%
4 of 11
2
VH
100%
1
2
2.42
2.23
2.58
H
76%
6 of 6
1.47
3.70
3.88
VH
100%
2 of 6
2.85
2.70
2.57
VH
81%
5 of 6
3
2.9
2.81
2.72
VH
100%
4
5
27 | P a g e
H
85%
10 of 11
UWM12-22
Governance: Student participation
and oversight
1.93
2.08
2.56
H
88%
11 of
11
2.16
2.16
M
Mitigation
2.41
%
Mitigation
%
Inherent Risk
Inherent Risk
3.60
Likelihood
(1-4)
2.35
Low
cost
Priority
Impact
(1-5)
2.45
SG
Control
(1-4)
UWM12-13
Opportunity: Making the Honors
College, Study Abroad, academy
scholars, office of undergraduate
research, Living learning, etc more
visible
Likelihood
(1-4)
Low
cost
Priority
Impact (1-5)
Milwaukee 2 - 2012 Vote
Control
(1-4)
Mitigation
Risk
%
Likelihood
(1-4)
Inherent
Risk Driver Short Name
Impact (1-5)
Risk ID
Control
(1-4)
Milwaukee 1 - 2012 Vote
67%
ran
k
10
11
28 | P a g e
List of all Risks reviewed during the two workshops with final updated wording and indication of which were revised or edited by the
steering group.
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
1
1
1
Risk Description
UWM12-1
IT/systems and resources: Historic underfunding of IT and network exposes long term capabilities.
- Enterprise system strategy may not be supported by long term strategy
- Students have expressed significant concern over lack of WIFI access. (Students now have multiple devices
which use network and they expect access everywhere)
- Limited storage (restrictions for users) is not congruent with data storage demands of a research university.
Lack of Cloud computing strategy/approach.
Includes IT assets and resources to manage
UWM12-2
IT Security: Limited resources to protect against IT security breaches, hack-tivism, and data loss. IT security
may not be adequate to address current day threats - which puts our research and reputation at risk.
- IT security breaches like the one that occurred at the beginning of last school year. Basically every student
received a letter saying some personal information has been acquired by an unknown third party possibly
including SSN, names other critical data. How well was this handled and how can we know that it won't
happen again?
UWM12-3
Limited on-Campus housing capacity: As UWM transitions to a level 1 Research university from a commuter
teaching school - the need for on-campus housing - to better support needs to students and deepen the
engagement with those students - increases. While residential housing can support some of the needs - will
capacity be adequate to support longer term forecasts?
UWM12-4
COOP: IT/Other
Data center redundancy: Lack of a back-up data center to support timely restoration of critical IT assets
exposes the University.
Lack of back-up power for critical buildings where sensitive research is being completed could result in loss of
work performed to date.
UWM12-5
Priority
High Cost
Rank
Priority
Low Cost
Rank
2 of 14
10 of 14
Financial Planning and Controls: Unit Business reps may not have adequate tools and training to effectively
advise their Unit management. Their roles include budgeting, planning, and accounting, and without specific
knowledge/training in tools and processes - issues may arise. (tracking of funds, delays in posting of things
like fringe rates, ability to drill down to general ledger, etc) These can impact transparency of budget (within
the unit and as the information rolls up).
2 of 11
1
UMW references a UWM specific risk, S represents a System level risk, the first # represents the year the risk was identified (12-2012), and the second #
represents the # of the specific risk.
29 | P a g e
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
Risk Description
Priority
High Cost
Rank
Priority
Low Cost
Rank
This would include any sub-functions who may have budget responsibility below the UBR’s.
1
1
1
1
1
UWM12-6
Reputation Risk: staff classification: Does the use of part-time or ad-hoc instructional staff in lieu of faculty
increase the risk or reputational exposure if the IRS suggested that we are skirting our responsibility to pay
full-time salaries and benefits to these part-time employees when they look and function like full-time
employees. (Use of ASSA’s in instances where they may not be appropriate).
S10-3
Opportunity- Better leverage systems between system and Campuses. Could the use and roll-out of tools
across the system and between sites result in better access to application/process/tools at lower cost?
Leverage spend and use of resources for implementation
1) Crisis management, incident management training
2) Legal contracts/document support
3) other
UWM12-7
Operational constraints: lack of funding for the operation of new assets and maintenance of current assets:
With over $300M in new assets under construction or soon to be on line, operational budgets need to be
increased to cover day to day operations. These costs have not been budgeted or provided for.
UWM12-8
Crisis/Complaint/Concern/Incident Management Opportunity: Would the campus benefit from an
anonymous hotline to allow for reporting of a multitude of potential issues? Are current reporting methods
adequate to address the various potential types of issues and promote increased reporting of events?
- Are threat assessment methods fast enough and responses timely and appropriate for the types of threats
revised by sg
which could be reported?
- Does the ombudsman line address some of this need? What does it not address? Are tools currently
available to address various circumstances properly communicated to stakeholders?
- Is a Good Samaritan policy needed?
UWM12-9
5 of 14
5 of 11
Limited connectedness/school pride. Students don't feel as connected to the University as other college's
students feel.
Large number of commuter students directly impacts this.
This might be partially due to our lack of sporting events, the distance to travel for men's basketball or
because we live in Milwaukee and we don't have as large a following as Marquette University's student body.
30 | P a g e
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
Risk Description
Priority
High Cost
Rank
This is may be ameliorated somewhat by the recent move of men's basketball to the Klotsche Center.
1
1
1
UWM12-10
Student/Faculty/Staff Safety – Programs/Security: Life safety/Health safety and all underlying aspects
(response, training, etc)
Safety policies and programs, and associated training are they adequate? Lab safety?
Construction barricades/marking
Walkways, sidewalks, lighting of pathways - UW Institution public areas
Site maintenance to ensure sidewalks and walkways are safe - including during inclement weather (snow/ice).
– potential ADA issue.
Safety of students - driving to events in school vans, etc.
Building access controls/ security - are they adequate?
Bias/hate crime training/ protection/awareness
Safe transportation for faculty and staff, students from offsite buildings. The shuttle only runs during class
times, is more needed?
More cooperation, training, and coordination regarding the use of the Andover system.
There is no standing safety committee on campus for campus related matters.
1
UWM12-11
Student safety- For Credit - Study abroad: Are we doing enough to pre-qualify the destination, program, etc.
for student abroad programs? Are we going to places we should be going?
Are processes in place for review/assessment of individual faculty led trips prior to the establishment of a
planned trip, to ensure the trip is appropriate and proper protocol is followed?
1
UWM12-12
Environmental/health safety: Are controls adequate to protect students/faculty/staff from chemical storage
exposures in (older) lab areas, and across various areas of the campus?
31 | P a g e
Priority
Low Cost
Rank
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
UWM12-13
1
1
1
S9-3
1
1
Risk Description
Priority
High Cost
Rank
Priority
Low Cost
Rank
Opportunity: Improved coordination in course offerings, registration, and program fee allocation between
campuses and system-wide may result in significant long term benefits to the campuses and systems as a
whole: Currently, for the most part, each campus is working to develop their own approach to distance
learning and course load. When students want to look to courses at other campuses, they must navigate the
different websites, figure out the different registration periods and procedures, and coordinate for
themselves how to participate, and finally apply to have credits transfer. Host campuses may feel the pain of
reduced revenue when fees are allocated to the other campus. The current fee allocation system incentivizes
each campus to try to keep students within their own local offering, rather than find the best the system has
to offer. Consideration should be given to a leveraged approach to distance learning where curriculums are
more open, fees are allocated, and students are offered the best of the best. This could result in improved
student offerings, increased efficiencies, and better long term results to the system and its members
campuses. Currently - Financial aid to a student is 'locked' to their home campus, which results in potential
restrictions to where students may inclined to register.
- Can more be done to better Leverage UW brand and reach a broader audience, more extended audience.
Opportunity: Making the Honors College, Study Abroad, academy scholars, office of undergraduate research,
Living learning, etc more visible - Would increased exposure for the UWM offering increase the draw for
undergraduates, graduates, and faculty as it would reinforce the ability of UWM to provide advanced learning
revised by sg
and research opportunity for those driven by learning. This would include increased marketing to Middle
School/High School teachers and college counselors.
This opportunity includes other unique programs – which may not be represented to potential students.
UWM12-14
Lack of understanding and agreed definition and approach on Inclusion vs. Access. There is a lack of
consistent operational level awareness and support of what Inclusion means to UWM, how it links with, but
differs from Access, and a long term strategy. This needs to be understood and bought into across UWM to
support long term strategy (when defined).
- Differences between international students and their needs - vs. US students of foreign parents vs. US
students who fall under Access category.
- Does more inclusion mean more remediation?
UWM12-15
Compliance/Reputation: Reporting requirements/guidelines on grants. Is there adequate understanding and
processes in place to support the increased and sometimes extensive reporting practices required to support
Grant research? If reporting is not adequate - is the risk adequately understood?
There does not currently appear to be any consequences for failure to timely report as needed. Could this
impact future grants or our reputation?
Tracking system (deployed by System) may have inherent weaknesses
10 of 11
13 of 14
32 | P a g e
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
1
UWM12-16
Risk Description
Priority
High Cost
Rank
UWM’s role in the future of education - UWM seems particularly vulnerable to evolving attitudes towards
higher ed in general. Rising tuition, more student debt, competition from other UWs and other private
schools, for profit schools/programs more modular education options, and a changing view of the value of
higher ed vs. costs/debt hits a ‘secondary’ school like UWM particularly hard.
New Educational Methods: Ability to deliver new models of teaching moving forward
On-line education and possible delays in pursuing that path puts us at risk because of the quality and
tied 7 of 14
fundamental threat to traditional learning. This phenomenon is larger than any single campus, but puts us
and all of higher ed at risk.
We are challenged to meet the educational needs of students and prospective employers in a timely manner
– for example, in the early to mid-90’s we identified OT/PT as growth areas. By the time we got the programs
in place the demand had decreased. Now the demand is back, but we may not have the needed resources
again.
S9-1
State Agency regulations reduce efficiencies and challenge long term development: As part of the Wisconsin
State government system, the U of W System and its Campuses must follow all state imposed rules for
contract negotiations and must participate in various mandated programs/services. These may increase
costs and reduce effectiveness of offered solutions.
- Onerous contract negotiation programs, and requirements which may increase costs, and reduce
competition
- requirement to participate in the State Telephone contracts - has eliminated option to use VOIP and
Wireless technology and may have reduced the amount of services and options which could due provided to
students
-Position Control rules make adding positions a challenge- very inefficient when significant growth is expected
These reduce effectiveness and increase costs.
- Currently the ability to leverage buying power across campuses with respect to procurement is also limited.
UWM12-17
Opportunity - Alumni relations: With over 140K alumni, most who have stayed in the Wisconsin area, would
an increased focus on engaging with alumni result in increased alumni giving and student enrollment (alumni
as a sales force + legacies)?
33 | P a g e
Priority
Low Cost
Rank
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
1
1
Risk Description
UWM12-18
Strategic Student Enrollment process - Opportunity: With growth targets challenged by recent reduction in
enrollment - would a more formal (and resourced) enrollment strategy and process enhance our results and
result in increased enrollment?
Is there a consistent understanding of what this is – and what it could deliver?
Limited coordination of message – across the colleges and central functions.
This would need to include faculty and staff availability to reach out to broader base (outside Wisconsin).
This includes Undergraduate and Graduate enrollment.
UWM12-19
Orientation - Student experience- Opportunity: With our current lecture style/crammed orientation process are we missing an opportunity to better engage with our students from the onset of their life at UWM?
Would a different format result in improved retention of information and increase the students engagement
to UWM?
- Mandatory housing for Freshmen may require more effective sexual awareness/sexual assault discussions
and alcohol awareness training
UWM12-20
Prioritization of resources/project management: There is a need to align the academic strategic planning
process with the operational administration prioritization process (which needs enhancing) to support more
effective long term planning and execution.
Currently there is a lack of alignment between prioritization and approval processes for new and existing
revised by sg programs. This may result in less critical or value added projects being resourced before critical projects.
With limited resources it is critical to ensure that funding is applied in an effective manner.
Project Management - Lack of Metrics/Project plan: It is perceived that projects may focus on needs/wants of
a few, without the assessment of broader need, and without metrics to support,
Projects lack a formal project plan to drive deliverables/deadlines.
UWM12-21
removed as
part of running
a large campus
- lack of civility
moved to
UWM-12-37
Priority
High Cost
Rank
Priority
Low Cost
Rank
6 of 14
1 of 11
Political issues caused by "Camps": There are different constituencies on campus - some of which focus on
the goals of the Unit or the Division, rather than what is best overall for UWM and the student. This
sometimes results in a dysfunctional outcome and may be evidence of the professional ethics challenge of
putting Students/Research first.
- lack of civility across various groups was noted by some.
34 | P a g e
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
1
1
1
Risk Description
UWM12-22
Governance: Student participation and oversight.
a) While our governance process dictates when students should be included in the decision making
process/bodies, there are frequent instances where this is overlooked (intentionally and accidentally) to the
revised by sg detriment of the students. They are not aware they should be included, nor of the results of their voice not
being heard.
b) Perception of - lack of supervision of Student Organizations, specifically the Student Association. Seem to
write their own rules regarding recruitment and retention of Student Association employees.
UWM12-23
Administrative Risk: Potentially limited ability to provide an administrative infrastructure that will effectively
support the campus' growth initiative (research, outreach, enrollment), that is both efficient and lean, and
that is able to meet the many new challenges facing public higher education.
UWM12-24
Limited collaboration across Colleges/schools: Each School or College seems to be determined to engage in
funding and building its own infrastructure, often creating inadequate facilities, rather than collaborating with
revised by sg
another part of the institution that may have such resources in place. Cross-collaborating could improve
overall facility utilization and free up other resources (cash, infrastructure) for use in other efforts.
UWM12-25
Opportunity: Focus on Fortune 500/1000: As we seek to expand in the area of research and grow student
enrollment - would increased engagement with local and regional companies - with a focus on internships, coop programs, and research, enhance long term opportunities and result in significant growth?
Current approach is Ad hoc by college. Should an overall UWM approach be identified?
revised by sg
Research (graduate and undergraduate) and Student programs/co-ops/etc should be looked at from different
angles. – but with overall UWM plan.
Very important to include more coordination across colleges and senior levels to ensure effective
engagements with these organizations.
UWM12-26
Priority
High Cost
Rank
Priority
Low Cost
Rank
11 of 11
9 of 14
9 of 11
12 of 14
Staff concerns - focus on Faculty to detriment of staff and others. Is the goal "best place to work", or "best
place to work for Faculty"?
a) It is perceived that staff and admin must bear more of the burden of understaffing and overload.
b) There is a chasm between the experiences and behavior of faculty on this campus and the experiences and
behavior of academic staff (both teaching and non-teaching), support staff, and students. Classism is
demonstrated in large and small ways (is it really appropriate for someone with faculty status to perpetuate
abusive behavior when, if a non-faculty member exhibiting the same behavior would be disciplined and/or
fired?).
35 | P a g e
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
Risk Description
Priority
High Cost
Rank
UWM12-27
Opportunity: Staff/Faculty long term development and establishment of a culture which incentivizes growth
and excellence.
a) Opportunity to increase retention and strengthen future leadership by greater investment in the
institution's workforce, such as professional development and training;
b) Historical lack of a performance review process may result in limited information for personal
development;
c) Would a focus on the development of a merit based reward culture (as opposed to straight COLA culture)
benefit the University and promote long term excellence?
d) Lack of succession planning - senior Faculty/Admin/Staff. With graying of our faculty, recent turnover, and
need to stretch current resources due to limited capacity, the lack of established succession planning exposes
UWM to increased operational challenges if we fail to prepare new talent to step into voids as key personnel
leave.
e) Lack of a training process to train academics to become administrative.
-Could a good succession planning process actually become an asset as future leaders are better developed
and feel a stronger linkage to UWM?
11 of 14
UWM12-28
Inconsistent undergraduate student advisor resources and associated training and processes: These may
result in student confusion or dissatisfaction. Students seeking to change majors do not have a general place
to go for assistance. Advisors may have 600-800 students to advise.
How do we fit mentorship, academic advising, and general advising to best support the students' needs in a
consistent manner?
Should a University the size of UWM have a central general advisor system?
There are no standards, guidelines, metrics, or requirements within the specific colleges or departments
which would direct specific actions or requirements for the student advisor structure.
changed by SG
- Given the institution's dual mission of providing access and recruiting more high achieving students, both
student populations need more time with advisors so that they can delve beyond the "What courses should I
take" into the more holistic, student development conversations that can make or break a student's success.
The university misses an opportunity to positively impact student retention and graduation by not enforcing
the requirement that remediation be completed in the first 30 credits. The enforcement of this policy has
huge implications on administrative and advising offices from a workload perspective so additional resources
would be required to successfully enforce the remediation requirement.
This has major PR implications from students airing their dissatisfaction.
14 of 14
36 | P a g e
Priority
Low Cost
Rank
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
1
1
1
1
1
UWM12-29
Risk Description
Priority
High Cost
Rank
Multiple initiatives may result in burn-out, conflicting requirements, or inability to complete specific projects
or to meet multiple demands – resulting in loss of staff due to low morale and potential reputational harm.
Currently there are 31+ initiatives on campus - with various Missions/Vision/Objectives.
revised by sg With limited staff, and the "go to people" being called on for multiple projects - is it feasible that all can be
accomplished?
- "Ask 10 people and you may get 10 different sets of priorities - depending on the projects they are working
on."
UWM12-30
Opportunity: Increased Marketing of UWM: Historic limitation of marketing efforts may have stymied
development of our reputation. Would enhanced focus on presenting who/what we are and will be - with
business leaders, regional/national future students, and international students - provide enhanced growth
and support our push to become a national research powerhouse?
Limited focus on Midwest States Exchange Program: We only draw from 3 of the 8 states in the exchange even though we are a premier option for those students.
UWM12-31
Brand/Identity: What is UWM: While many may perceive UWM to be in the shadow of Madison, and some
faculty/staff may try to compare us - UWM is much more than that. Local business appreciates we are better
than our national rank, and our research capabilities are country and world class. What do we want to be
known as, and will our strategy support that?
- While historically a "safety school" should this be maintained as we move to being a research school?
- Linked to the marketing opportunity.
UWM12-32
Town-Gown Relationship, Threat or Missed Opportunity: – Are we allowing a few vocal neighbors undue
influence in defining the image and brand of UWM and our students to the detriment of our reputation; or
are these neighbors actually correct?
- Are we downplaying or underestimating the impact these somewhat traditional town gown incidents are
having?
- What more can we do to take advantage of being an urban campus in an upscale neighborhood?
- Are we orienting our students adequately to be positive members of the community?
Is the structure/rules of engagement between campus and Milwaukee Police appropriate to enhance this long
term, or does it add to the challenge (authority to respond, etc.)?
Priority
Low Cost
Rank
4 of 11
3 of 14
6 of 11
Project Management - Lack of Metrics/Project plan: It is perceived that projects may focus on needs/wants of
UWM- moved into risk
a few, without the assessment of broader need, and without metrics to support,
12-33
UWM-21-20
Projects lack a formal project plan to drive deliverables/deadlines.
____
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Risk Description
Priority
High Cost
Rank
UWM12-34
Compliance challenges associated with various State, Local, Federal policies and requirements. Ability of the
University to implement and manage: - Family Education Rights & Privacy Act (FERPA) - Safety related training
requirements (blood borne pathogens, asbestos, MSDS, high lift, etc.) - Payment Card Industry (PCI
compliance) - Higher Education Opportunity Act - Veteran Affairs, etc. - PIR (Program Integrity Regulations) Child abuse and Neglect - ADA/504 - Title 9/ Sexual Harassment - Clery compliance - Deemed export controls
- SEVIS regulations - HIPAA - ETC
Are training requirements prioritized? - Tools adequate to support? This applies across many areas including
standard university practices and summer camps.
Lack of overarching Compliance office/officer: Should a University the size of UWM have a centralized
Compliance officer with senior management level authority? Does this expose our reputation, or are we
adequately meeting the intent of compliance control?
- compliance related activities do not appear to be aligned - and at times may be in conflict of one another.
4 of 14
UWM12-35
Proper documentation for international students and tracking of all admitted students:
a) International students may arrive at UWM without proper and/or complete documentation and resources
b) Inability to provide assurance that the institution is aware of the status/whereabouts of admitted students.
Potential issues include inability to document location of international-born students or the health and safety
of students (did they show up on UW Institution, if not, why not).
Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
1
1
1
1
1
1
1
1
Priority
Low Cost
Rank
3 of 11
UWM12-36
Fundraising (threat/opportunity): Limited fundraising resources and processes limit our ability to raise funds
needed to support long term campus needs. This limits the ability of UWM to capitalize on the large number
of alumni and corporate connections of the University.
revised by sg
tied 7 of 14
One study shows that in order to meet the target of raising 35-40M per year, we would need an additional 21
FTE, we got approval for 2. Current staff can manage ~$25M per year.
Risk includes processes/tools to support fundraising and increased touches on alumni/others.
UWM12-37
Faculty/Staff Morale issues: personnel challenges created by turnover, retirement, and stagnant and salary
cuts/inconsistent compensation levels, compounded by challenges to add new talent and public perception of
public employees. This directly impacts the students.
- Salary Inversions – (faculty/Staff) as new faculty is hired at higher rates than incumbents, and Associate
revised by sg
professors may start at higher salaries than full professors.
High turnover - 40 faculty lost to other universities, recent staff moves.
Extended time requirements to replace a position causes increased challenges
- A lack of civility across various groups was noted by some as a real morale issue.
1 of 14
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Work
Work
Steering Group
Both
Risk ID1
shop 1
shop 2
Action
Risk Description
Priority
High Cost
Rank
Priority
Low Cost
Rank
UWM12-38
HR System: Staff/Faculty management: Performance Management system is flawed in its implementation.
There is a lack of willingness to give the hard message. Reviews are generally "meets expectations" or are
glowing, even when performance is not up to par. This results in disconnect between the message given to
the employee and actual situation and creates challenges in managing out poor performers, or in pushing
improvement. This is compounded by lack of ability to give merit raises due to budget limitations. - Possible
opportunity?
- We are not good at training people to manage, or in providing tools/processes to make it easier.
- HR IT systems do not provide much to support the process.
- lack of onboarding process for faculty/staff. (Who owns the onboarding process?)
7 of 11
1
UWM12-39
Lack of process for expedited decision making: While it is important for many decisions to go through the full
governance process, many should not need a full procedural review, resulting in delayed decisions, or total
failure to act. Should there be an understanding that priorities issues can be addressed on an expedited basis with focused review?
Death by Committee
Faculty/Staff/Student involvement in “change”: What is the faculty's role in non-academic decision making? Is
it that of long term “constant” shareholder/stakeholder and should it be applied in all business and
academic/non-academic matters? Does the faculty involvement slow down changes which would benefit the
institution? – What about those changes that do not impact curriculum?
8 of 11
1
UWM12-A
Fellowship/Graduate Student support/funding
We have some of the lowest paid PA’s TA’s in country.
We lack the infrastructure to support the graduate program.
Creates challenges to grow PhD programs.
1
UWM12-B
Limited funding for lab/other equipment in new/existing facilities. How do we make sure budgets are
adequately established to support curricula needs? This includes the effect on curricular/research changes
and safety.
UWM12-C
Library Resources: Lack of funding to increase library resources commensurate with expanded research
needs.
1
1
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