University of Wisconsin-Milwaukee
Contact Us
A-Z Sitemap
Print This Page

UWM Academic Affairs
Academic Program Planning and Review
Access to Success
Assessment and Institutional Research
Budget and Planning
Diversity and Climate
Faculty/Staff Programs
News and Events
Policies and Procedures
Research Support
  Active Learning Classrooms  
  UWM Planning Portal  
  Student Success Collaborative  
  Campus Space Planning  
  UW-Milwaukee's Digital Future  



Resource Planning Document
Division of Academic Affairs

Prepared by the Office of the
Provost and Vice Chancellor

March 1998

Table of Contents


Overview of Academic Affairs Planning Document

Highlights of Strategic Accomplishments in 1997-98

A. North Central Accreditation

B. Strategic Initiative I

C. Strategic Initiative II

D. Strategic Initiative III

E. Strategic Initiative IV

Program and Resource Planning Priorities for 1998-99 and Beyond

A. Continuing Progress in Areas of Success

B. Areas in Which Greater Progress Is Needed

Campus Resource Allocations and Management

A. Campus Resources in 1998-99

B. Campus Allocations in 1998-99

C. Campus Resource Needs and Management Beyond 1998-99


A. Provost's Report Card, August, 1997
B. Planning Assumptions and Anticipated Allocations, August, 1997
C. Faculty/Staff Professional Development Projects, 1997-98
D. Instructional Capacity Ratios
E. UW-Milwaukee Budget Concept Proposals Submitted toUW-System Administration, January, 1998


The 1997-98 academic year is one in which we are reaping the fruits of years of planning and hard work by many individuals on the faculty, staff and administration of UWM. These results are cause for pride for all of those who have committed to moving the campus forward consistent with the strategies outlined in the Strategic Plan for the University of Wisconsin-Milwaukee as delivered by Chancellor Schroeder to the UW Board of Regents in June of 1996.

Years of attention to expanded recruiting efforts, to improved campus physical facilities for our students, to enhanced classroom and extracurricular experiences, to additional new student advising opportunities and to a more seamless experience for transfer students have produced rising numbers of new students and increased retention for those who have chosen to enroll at UWM. The first major statistical impact of these efforts was seen this year with an increase of about 800 head count and 500 fte students in the fall of 1997. This marked enrollment increase reduced by half the gap between actual campus enrollments and the enrollment target established by UW System for the campus. An immediate result of this success is the cancellation by UW System of the scheduled last payment of $354,000 to buy down our enrollment targets and the staunching of the annual flow of one-time funds to UW System when our enrollment revenues fell below projected levels. Projections by our Enrollment Management Working Group are for another 500 fte increase in enrollments this coming fall that would bring the campus above its enrollment target for 1998-99.

Later in this document we discuss in more detail the factors that have led to this critical enrollment turnaround for the campus and the impact it will have. Suffice it to say here that two pivotal results include, first, a renewed sense among our students that UWM is an excellent choice for a top quality education that prepares them for the rapidly changing world they work and live in and, second, a change in our resource situation so that we can, for the first time in several years, anticipate resource stability or even rising resources as additional students generate increasing tuition revenues.

The Wisconsin biennial budget for 1997-99 had much more positive than negative news for the campus. Like all campuses across the UW System, UWM received new funding for several areas of technology, including infrastructure support for the campus network, for curricular and desktop computing for instructional faculty and staff and improved access to an expanded statewide network. In addition, UWM received specific funding for new masters degree programs in occupational therapy and physical therapy and funding for a new Institute for Educational Excellence in the School of Education. These campus specific funds in the biennial budget mean that UWM received considerably more than its pro rata share of the biennial budget increases. This success was the result of committed effort by many individuals at UWM.

UWM's entry into membership in Internet 2 late in the 1996-97 academic year also has yielded important fruit for the campus. The campus has just received $350,000 through a National Science Foundation vBNS (very broadband Backbone Network System) grant to support the high speed access required by our Internet 2 membership. Thus, careful strategic planning last year that resulted in UWM joining the Internet 2 has been rewarded with substantial funding to help the campus upgrade its access to technology years earlier than would otherwise have been possible. The result will be very high speed access to the internet for research and other academic activities that require such access to develop new areas of study and exciting opportunities for the campus.

A most impressive area of progress in the past 18 months has been the development of the program array review. The review was first suggested in the Faculty Senate document contributing to the campus strategic plan and then included in the Provost's Action Plan that responded to the strategic plan. The review has been led by the Academic Planning and Budget Committee, which has just sent its report to the provost's office. The report, which identifies thirty programs in need of attention, will be forwarded to the Academic Program and Curriculum Committee (for undergraduate programs) or to the Committee on Reviews (for graduate programs) along with action recommendations from the deans of the programs.

This faculty-led effort comes at a most fortuitous time for the campus, given that we have returned enrollments and resources to a level of stability that will permit us to devote attention to programs identified for special attention by this process or by their schools and colleges. As this document will describe, funds held in a campus enrollment contingency to deal with the costs of our enrollment shortfalls over the past few years will be gradually transferred to other purposes and identified as a campus opportunity fund. Because the program array review was not complete at the time we were concluding this document, we have built the 1998-99 budget to include a number of one-year commitments. These funds can be reinvested as we build the 1999-2000 budget. Needed investments identified through the program array review process will be a priority for investment of these funds.

The Provost's Action Plan lists 51 specific action items. Many of these have been completed or have seen substantial progress in the two years since the Strategic Plan was announced. This list will be seen in the report card to be completed later this year. There remain, though, some broad and significant areas in which the campus has not made progress during the period of the plan. We need to devote special attention to these areas as we move toward the end of the century and into the third year of the strategic plan. These areas include:

  • increasing campus diversity and building a campus climate that supports that diversity
  • adjusting the faculty and staff reward and promotion criteria to the needs of the campus as identified in the plan
  • increasing extramural funding to move UWM up the list of Research II institutions
  • visibly increasing the integration of our scholarship of the discovery, dissemination and application of knowledge while also expanding opportunities for inter- and multidisciplinary study on the campus
  • developing a major fundraising campaign for the campus.

The fourth strategic initiative of the UWM Strategic Plan calls upon the campus to improve the campus environment. No aspect of the campus environment, particularly at an urban university, is more important than the development of a campus climate and culture that genuinely encourages and supports diversity. I am frequently struck by the recognition in the business and corporate sphere that diversity is a key element of business success. Many major corporations now surpass higher education in their recognition of and commitment to developing a strong and diverse work environment. For example, a central motto at GE Corporation is, "Engaged diverse teams are more effective in delivering better solutions faster." As an urban university, UWM is positioned to be a model for the creation of a diverse and effective work environment. The private sector is ready and willing to be partners in efforts to create such a model. This spring we will be completing The Milwaukee Commitment, the third edition of the Milwaukee Initiative. The entire campus needs to become engaged not only with the preparation of this new five-year plan, but also with its implementation.

Although the program array review process is not completed and still needs oversight by the Academic Planning and Budget Committee, that process is in a new phase requiring attention by the curriculum committees, the administration and the programs identified for attention. It now is possible to direct ourselves to other concerns such as a review of the system by which faculty are evaluated for promotion and merit salary awards.

During the current decade, the faculty have addressed two major areas of concern regarding assignment of their work and evaluation of their progress. They have revised the faculty workload policy and have implemented a policy and process for the review and development of tenured faculty. Departmental and divisional criteria for rewarding and promoting faculty comprise a third area deserving serious faculty review. These criteria were established many years ago in different times and when this campus was still trying to build itself to the level of a research campus. UWM now is a research university, moreover the times and needs of all universities are changing. Realizing the goals of the campus strategic plan and meeting the varied demands of an urban research university require departments to identify the tasks that need to be done in a successful unit and to assign faculty to those tasks consistent with the strengths of the individual members. Departments must be able to establish differential work assignments and to reward members for excellence in accomplishing the assigned tasks. The current promotion and reward criteria and procedures may not provide the flexibility required of a major urban research university in which departments must plan to fulfill, as appropriate, all aspects of our mission. These policies, procedures and criteria need to be reviewed and altered, as appropriate.

The decade of the 1990's has seen steady but unspectacular increase in the level of extramural funding for the campus. Funding levels have risen at rates that only marginally exceed inflation over the decade. The Strategic Plan calls upon the campus to increase extramural funding levels in keeping with UWM's Research II status and to move the campus up the list of Research II universities. The Provost's Action Plan stipulates that the campus will reallocate state research funding, where necessary, to ensure that the funding will be effective in bring increased levels of extramural support to the campus. We have not done this for the 1998-99 fiscal year, but the new Dean of the Graduate School and Associate Provost for Research, William Rayburn, will be asked to prepare, during the coming months, a plan by which we can increase the leverage of our state research dollars in bringing substantial increases in extramural funding to the campus.

Compared to many research universities, UWM is a geographically compact campus and one at which there are many opportunities for disciplines to interact through interdisciplinary centers, multidisciplinary academic programs and through the advantages of close physical proximity. Our campus always has prized the accessibility of its best faculty to students at all levels and the opportunity for students to be exposed to the scholarly process. We value for our graduate and undergraduate students the integration of the discovery of knowledge with its dissemination and its application. The campus needs to increase its attention to these opportunities and to develop more highly visible programs that illustrate the benefits of this integration.

Finally, the Provost's Action Plan calls upon the campus to increase the opportunities for our faculty and students to engage in inter- and multi-disciplinary programs of scholarship and instruction and to integrate these across the areas of discovery, dissemination and application. Centers like Twentieth Century Studies and Great Lakes Studies are examples of programs designed to accomplish this. The campus should work to expand opportunities to establish widely recognized multidisciplinary strengths that would attract both extramural support and outstanding students and faculty. Areas recently suggested and deserving of attention include international studies, urban environmental health, and lifespan development. These and other opportunities need to be explored and developed in the coming months.

Our successes this year should serve to remind us, as Chancellor Schroeder steps down from his position, that he has emphasized the simple message that we will be known as a university by what we have given our students and the extent to which they prosper at UWM and after moving on. We have remembered this lesson in recent years and have seen new students choose our campus and current students choose to remain. This success ultimately is the key to all others.


This planning document provides an update on the progress of UWM, and particularly the Division of Academic Affairs, in implementing the campus strategic plan and describes resource management strategies and decisions for 1998-99 and beyond. Regarding the strategic plan, this document covers only selected highlights that update the provost's report card on the strategic plan, which is attached as Appendix A. The complete report on campus progress in implementing the strategic plan will be distributed following the completion of the 1997-98 academic year.

This planning document also offers the opportunity to describe, and to raise for campus discussion, program and resource planning priorities for next year and beyond. While resource allocations, listed in the final section, are described for 1998-99 alone, the decisions are made in the context of future resource projections and needs.


A. North Central Accreditation

  • In November, 1995, the Commission on Institutions of Higher Education of the North Central Association of Colleges and Schools voted to continue its accreditation of the University of Wisconsin-Milwaukee. As part of its finding, the NCA recommended the full 10-year interval until the next comprehensive visit. The evaluation team did, however, also recommend that, following a three-year interval, a focused visit take place to review UWM's progress in strategic planning, budget and enrollment management, and administrative/faculty communication.

  • The focused visit took place on February 23-24, 1998. The NCA evaluators concluded that UWM had made substantial progress in addressing these areas of concern and recommended that the next review occur within the normal 10-year cycle.

  • The progress recognized by the NCA team is a tribute to our collective efforts in designing and implementing a common strategic plan for the campus, in addressing our enrollment and budget matters, and in finding effective means to improve communications.

B. Strategic Initiative I: Integrate the Creation, Dissemination and Application of Knowledge by:

  • Advancing UWM's stature as a center of scholarly excellence and improving its positions in the Carnegie ranking of Research II universities
  • Enriching the leaning experience of UWM students
  • Expanding UWM's urban mission and reinforcing the university's commitment to enhancing the quality of life and economic base of the Milwaukee metropolitan area and the State of Wisconsin
  1. Program Array Review

    The campus strategic plan calls for UWM to "adjust its academic program array to maintain high quality and to meet the needs of students." For the past two years, the faculty Academic Planning and Budget Committee has developed and carried out a comprehensive review of UWM's program array. The procedure was developed over the 1996-97 academic year and endorsed by the Faculty Senate in May, 1997. This past fall, each program was provided quantitative measures and asked to prepare additional quantitative descriptions of its scholarly productivity as well as a narrative report describing its strengths and value to the campus strategic goals. A faculty committee comprised of the members of the faculty Academic Planning and Budget Committee, the Graduate Faculty Council's Committee on Reviews, and the Academic Program and Curriculum Committee is nearing completion of its identification of programs in need of attention. The provost, academic deans, and faculty curriculum committees will then develop strategies for addressing the findings. In the meantime, all programs will work with their dean's offices to review and address the feedback received on all programs reviewed. The faculty committees and individuals responsible for developing and carrying out the program array review have done an excellent job. Such a review process requires clear direction and process, objectivity of its participants, and extensive input of time and thought. The process followed met all of these requirements.

  2. Identifying areas of campus strength

    The provost's action plan calls for the campus to ". . . support model interdisciplinary and cooperative programs distinctive for their strength through integration of research, teaching, and service." A number of ideas for collaborative and program strengths were proposed to the provost following his invitation to campus faculty and staff to submit concept proposals for potential funding opportunities. Several of these concepts were forwarded to UW System administration for inclusion in the UWS 1999-2001 biennial budget request. These ideas, as well as ideas presented by the deans and division heads in the planning documents, joined with the suggestions arising from the program array review, advance the campus goal of identifying its areas of strongest performance and potential.

  3. Programs reviewed

    Considerable progress has been made in 1997-98 in reviewing undergraduate and graduate programs:

    1997-98 Program Review Status

    Program Degree Review Status
    Administrative Leadership MS in progress
    Africology BA completed
    Applied Math and Physics BS deferred to 98-99
    Biological Sciences BA/BS deferred to 98-99
    Curriculum and Instruction MS/Ph.D. report completed-awaiting GFC action
    Economics MA/Ph.D. in progress
    Education BS in progress
    Educational Psychology MS in progress
    Educational Rehabilitation and Counseling MS in progress
    Educational Studies BS in progress
    Engineering BSE in progress
    English MA/Ph.D. completed
    English BA in progress
    Film BFA deferred to 2001-02
    Geological Sciences MS/Ph.D. deferred to 98-99
    Health Science BS in progress
    Hebrew Studies BA in progress
    International Relations BA report completed-awaiting APCC action
    Library Science MLIS deferred to 98-99
    Linguistics BA in progress
    Mass Communication BA in progress
    Mass Communication MA in progress
    Mathematics MA/Ph.D. completed
    Mathematics BS completed
    Music Education BFA in progress
    Nursing Ph.D. completed
    Philosophy MA completed
    Philosophy BA in progress
    Physics BA/BS in progress
    Psychology BA in progress
    Sociology BA completed
    Theatre BFA in progress
    Urban Education Ph.D. in progress
    Urban Planning MUP in progress
    Urban Studies Ph.D. in progress
  4. New programs and entitlement and curricular revisions

    The following programs have been added, proposed, or modified to date in 1997-98:


    • BS in Information Resources


    • MA in Spanish
    • MA in Liberal Studies


    • Premedical - undergraduate
    • Translation - graduate
    • French and Francophone Studies -graduate


    • Addition of a BA option in Theatre
    • Addition of a BA option in Art
    • Addition of a BA option in Music
    • Change in the Masters in Industrial and Labor Relations (MILR) to the Masters of Human Resources and Labor Relations (MHRLR) to be a joint program administered by the College of Letters and Science and the School of Business Administration
    • Replacement of the Elementary Education and Elementary/Middle option in the Education BS with a Collaborative Teacher Education Program for Urban Communities
    • Change in the GER English Composition requirement
    • Addition of a minor in Materials Engineering
    • Addition of an Organizational Administration option in the Committee Interdisciplinary Major

    Many academic units, as noted in program changes listed above, have made curricular revisions to address the professional and educational needs of their students. One of the more substantial changes occurred in the revision of the Letters and Science degree requirements, which were approved in the spring of 1997. Subsequent to and consistent with the L&S revision, the Faculty Senate approved a revision to the English composition portion of the General Education Requirements, as recommended to the Senate by the Academic Policy and Curriculum Committee.

  5. Research and extramural support

    The provost has asked the Associate Provost for Research and Dean of the Graduate School to finalize the Research Plan III, review and present a plan for improved utilization of state-based research funds, and review and recommend strategies to strengthen UWM's doctoral programming. The Research Plan III is in its final stages of review, with approval anticipated this spring. The associate provost will work closely with the provost, deans, and graduate curriculum committees in reviewing the program array review and other information regarding graduate education at UWM. A plan for review and reallocation of state-based research funding is anticipated for the 1999-2000 budget planning process.

    Administrative support for research includes:

    • Continuation in 1998-99 of a 10% indirect cost return to principal investigators.
    • Faculty start-up cost assistance and selected salary assistance.
    • One-time provisional support for instructional demands to assist units replacing ad hoc instruction with new faculty hires
    • Substantial investments in networks and telecommunications to enable high speed transmission of data. UWM's participation in Internet II and in the NSF vBNS (very high performance Backbone Network Service) is indicative of the extensive support provided for high-end research requiring these connections.

    Indicators of research and extramural activity: Tables 1 - 3 and Figures 1 - 4 provide an update on UWM's research and instructional proposals and extramural activity. In general, our status in 1997-98 is fairly consistent with that of a year ago.

  6. Programs and services for adult and returning students

    A number of recommendations of the Adult Access Working Group are being implemented. Outreach to corporations is expanding under the facilitation of the Office of Adult and Returning Student Services (OARSS). Campus administration is exploring the feasibility of establishing a satellite site. A number of programs either in the approval mechanism or being considered focus on the needs of the adult and returning student population.

    With the support of UW System funding, an L&S interdisciplinary major in Organizational Administration with an optional minor in Business will be offered at the UW-Washington County and UW-Sheboygan campuses beginning in Fall, 1998. The substantial prospective student interest in these programs confirms the planning assumption that such a course of study would be particularly appealing to working adults, as well as undergraduate students, in these communities.

  7. Center for Urban Initiatives and Research

    Since its recent inception, the Center for Urban Initiatives and Research (CUIR) has more than fulfilled expectations for first year accomplishments. As examples, the Center has published a directory of faculty and staff at UWM engaged in urban research projects and initiatives and sponsored a colloquium series on urban issues. These activities have raised visibility of UWM's interest and expertise in issues critical to this and other urban communities.

  8. Milwaukee Initiative

    In Fall, 1996, UWM far exceeded the undergraduate underrepresented racial/ethnic student enrollment goal of 11% (actual = 15.1%), but fell slightly short of the 17.5% goal for underrepresented new freshmen (actual = 17.1%). In Fall, 1997, there was a 10.7% increase in the number of new African American freshmen and a 19.3% increase for new Latino freshmen (Table 4). Underrepresented racial/ethnic students made up 16% of total enrollment in Fall, 1997. The second year retention rate of the Fall 1996 underrepresented racial/ethnic new freshmen was 59.2% which was lower than the rate from the previous year (61.3%). The second year retention rate of full time underrepresented racial/ethnic freshmen was slightly higher at 63.6%. The objective of increasing the retention rate to 70% by 1998 will be challenging.

    The graduation rate of the Fall 1990 underrepresented racial/ethnic new freshman cohort (seven years after matriculation) increased slightly from 16.2% for the previous cohort to 17.1%. However, a huge gap still exists between the graduation rates of underrepresented and non-underrepresented racial/ethnic students (17.1% vs. 39.5%). Although the number of underrepresented racial/ethnic degree recipients at the undergraduate level (n=273) remained the same as compared to the previous year, its percent of the total baccalaureate degree recipients increased from 10.2% in 1995-96 to 10.9% in 1996-97. Similarly, the number of targeted degree recipients at the graduate level increased by one student (n=78) as compared to a year ago, and the percentage of the total recipients increased from 6.3% in 1995-96 to 6.8% in 1996-97. This is the result of a decrease in the number of overall degree recipients at both the undergraduate and graduate levels in 1996-97.

    TABLE 4
    University of Wisconsin-Milwaukee
    New Underrepresented Freshmen


    Fall 95 Fall 96 Fall 97
    N % N % N %
    African-American 211 10.6% 233 10.3% 258 10.4%
    American Indian 22 1.1% 20 0.9% 19 0.8%
    Hispanic/Latino 78 3.9% 88 3.9% 105 4.2%
    Southeast Asian 38 1.9% 45 2.0% 43 1.7%
    All Underrepresented Students 349 17.6% 386 17.1% 425 17.1%
    Total Campus 1,988

C. Strategic Initiative II: Stabilize Enrollment and Resources: Increase student enrollment and retention, better utilize existing resources, and find ways to enlarge the university's resource base.

  1. Resource stability

    As described in greater detail later in this document, the budget and enrollment strategies employed over the last few years have resulted in much greater budget stability for 1998-99 than has been the case for the last three years. The resource planning process for 1998-99 was initiated in August, 1997 with the provost providing an explanation of assumptions governing budget planning for the next few years and listings of anticipated allocations in 1998-99 as well as over the next three-year period (Appendix B). Units were invited to submit proposals for campus reinvestment, understanding that funding such requests would require reallocation across the university.

    In planning for 1997-98, units were asked to identify priorities and strategies for implementing the campus strategic plan, and to reallocate resources internally to support strategic initiatives. Units reported reallocating over $6M in concert with strategic planning.

    The campus is working on a number of planning strategies which may result in substantial reallocation of resources across campus units. These include the program array review; the associate provost's review of extramural funding, effective utilization of state research support, and UWM's doctoral education; new programs and interdisciplinary program planning; improving access to degree programs and courses through satellite sites and distance education strategies; and development of efficient student and administrative information systems. When completed, these plans will provide guidance to resource planning that will likely involve substantial reallocation across campus units.

    A number of steps have been taken to bring budgets more in line with expenditures ("reality budgeting"). For example, over the past few years, units have been encouraged to budget vacant faculty lines for which there is not an immediate prospect of recruitment as instructional staff lines instead. Keeping these vacant lines designated as faculty in budgets has erroneously created a perception that there are more UWM faculty than is actually the case. Policies and practices have also been put in place to enable deans and division heads to predict and manage unit resources. Beginning this planning cycle, the credit-producing units will be given a 1998-99 operating budget built on the merger of the annual and summer school budget. Annualized budgets will provide greater flexibility to deans and departments in planning academic programs over the year.

  2. 1997-98 enrollment progress

    Following five years of decline, enrollments in Fall, 1997 increased by 3.75% in full time equivalent (FTE) students over Fall, 1996. A 10% increase in new freshmen over the previous year marked the third year of double-digit gains in new freshmen. New transfer students increased 4.8% over the previous fall. Overall, undergraduate FTE students increased by 4%. New master's students declined by 4% and new doctoral students increased by 17 students (a 26% increase). Overall, graduate FTE students increased by 2.3%.

    Fall, 1997 enrollments were anticipated to increase in response to demographic factors (increase in the high school graduating pool) and campus activities to increase and improve recruitment and retention. A potential enrollment growth model that was presented in last year's Academic Affairs planning document assumed, based on campus activities and priorities as well as demographics, that all groups of new and continuing students would increase. In fact, this model over predicted increases of master's, transfer, and special students, and under predicted new freshmen, new doctoral students, new non-degree candidates, and continuing students.

    Actual Fall, 1997 Enrollments (Headcount) Compared to Enrollment Model

    Model Assumptions: Actual '96 Projection Actual '97
    New Fresh. (proportion of pool same as Fall, 1996) 2253 2300 2479
    New Trans. (UWM historical average share of pool) 1399 1509 1466
    Re-entries (same as previous year) 1438 1438 1347
    New Specials (2% over previous year) 673 686 601
    Total Undergraduates 17428 17750 17685
    New Master's (2.5% over previous year) 736 754 706
    New Docs (increase 5 students) 65 70 82
    New NDCs (2% over previous year) 269 274 310
    Re-entries (previous year) 290 290 299
    Total Graduates 4449 4375 4566
    Total headcount 21877 22126 22251
    Total FTE 15030 15257 15594

    One of the more effective enrollment management strategies employed over the past several years to place attention on the need to improve student recruitment and retention has been the establishment of school/college enrollment targets. These targets are negotiated annually by the academic dean and the provost, taking into account progress the university needs to make in meeting an institutional enrollment goal, the current enrollments within the units, and the capacity of that unit as approximated by its instructional ratios. In Fall, 1997, a number of units enrolled substantially more students than their targets predicted.

    Fall, 1997 FTE Enrollment

    School/College Target Actual Enrollment
    Allied Health Professions 740 690
    Architecture and Urban Planning 510 522
    Business Administration 1600 1764
    Education 1250 1255
    Engineering and Applied Science 730 741
    Fine Arts 1147 1184
    Letters and Science 8148 8246
    Library and Information Science 165 161
    Nursing 473 486
    Social Welfare 589 545
    SUM 15,352 15,594

    Improvements in freshmen recruitment are evident in the Fall, 1997 enrollment figures. The emphasis placed on effective recruitment and follow-through with new applicants taking place in the Department of Recruitment and Outreach, the Department of Enrollment Services, and in the academic units has clearly improved freshman recruitment and enrollment.

    Fall-to-fall retention increased slightly for undergraduates and decreased for graduate students (Table 5). Retention of new freshmen from Fall, 1996 to Fall, 1997 did not change substantially from the previous year. The drop in percentages of students graduating between Fall, 1996 and Fall, 1997 are reflected in the smaller graduating classes in 1996-97 (Figure 5). Smaller graduating classes would be expected following years of enrollment decline.

    As demonstrated in the following table, fall-to-spring retention of freshmen, while varying only slightly in the last five year, is at its highest rate and fall-to-spring retention of all undergraduates has improved noticeably:

    University of Wisconsin-Milwaukee
    Fall to Spring Retention Rates

    Fall 93 - Spring 94 84.5 81.1
    Fall 94 - Spring 95 83.1 81.4
    Fall 95 - Spring 96 83.6 83.8
    Fall 96 - Spring 97 84.6 85.8
    Fall 97 - Spring 98 84.8 86.0

    Previous planning documents have discussed at length the enrollment benefits of improved retention. Even small gains result in significant FTE increases, given the size of the UWM student population. It is clear that the many efforts to improve student learning and satisfaction - numerous program innovations, improved student services, increased efforts to ensure students are able to enroll in requested courses, enhanced evening course offerings and services, improved advising, and effective orientation courses and other experiences for new students - have been effective in retaining students in UWM programs and in promoting the quality of UWM to prospective students.

  3. Graduation rates and credits-to-degree

    As demonstrated in Figure 6, the 6-year graduation rate for entering freshmen has declined slightly for UWM overall, while improving in some units. Measuring graduation over a six-year period is not the most appropriate measure for urban universities, in that we know from our surveys of students that many stop out to work, particularly when the economy is strong, and later reenter to finish their degrees. Nevertheless, we need to seriously examine those areas in which graduation rates have declined.

    An area in which we have failed to make significant process is in decreasing the credits to degree of our baccalaureate graduates. In 1995-96, the campus submitted to UW System and the Board of Regents a plan forwarded by the University Committee to reduce the average credits to degree of UWM graduates. While credits to degree have gone down in some units, they have increased slightly for the institution.

    Credits to Degree of Students Starting as Freshmen



    UWM 130 131
    Allied Health Professions 150 146
    Architecture 123 121
    Business Administration 125 127
    Education 153 157
    Engineering and Applied Science 143 143
    Fine Arts 139 137
    Letters and Science 126 128
    Nursing 143 147
    Social Welfare 122 124

  4. Foundation resources

    Over $7 million was raised through the UWM Foundation from the private sector in fiscal 1996-97, as compared with $5 million in 1995-96, enabling the Foundation to provide support for scholarships, community service programs, research projects and enhancing teaching and departmental programs at the University of Wisconsin-Milwaukee.

    The ratio of funds raised to the cost of fund raising continued to improve. In 1992-93, the ratio was $5/$1. In 1996-97, the ratio was $7.5/$1.

D. Strategic Initiative III: Expand Technology: Employ appropriate information and communication technology to improve the academic, student service and administrative operations of the campus.

  1. Campus technology planning

    In the Spring of 1997 the Vice Chancellor created the Learning Through Technology Campus Roundtable. The Roundtable includes representatives from each of UWM's 12 schools/colleges, each division, the Student Association, and 12 campus committees. The group identified a set of planning assumptions (both internal and external); general guiding principles of responsibility; and strengths, threats, weaknesses, and opportunities related to technologies facing UWM. They also developed the framework that serves as the foundation of the Learning Through Technology Plan. The plan and the action plan are available on the web at .

    Priorities of the plan include:

    1. Establish adequate, permanent funding sources for technology development, upgrades, & support
    2. Expect campus administrators at all levels to take a leadership role on technology issues
    3. Provide faculty, staff, & students with technologically appropriate tools & development resources needed to do quality work
    4. Foster community partnerships & enhance community outreach via technology
    5. Integrate appropriate technologies into the curriculum, pedagogy, and research

    The Roundtable continues to serve as a campus forum for technology planning and provides a venue for the discussion of issues that arise as the campus implements the technology plan.

  2. Technology Projects funded in 1997 -98

    The following funds are specifically designed for technology:

    • Laboratory Modernization: Provides funding for comprehensive modernization of instructional labs via equipment purchases. UW System approval required for all projects.
    • Classroom Modernization: Provides funding for comprehensive modernization of instructional labs via equipment purchases and funds for improving instructional climate in classrooms by providing support technology such as multimedia equipment. UW System approval required for all projects.
    • General Computer Access: Provides hardware and support for student general access workstations in Campus Computer Labs (CCLs). UW System approval required for all projects.
    • Technology Initiatives Fund: Provides support for major technology initiatives undertaken at the campus or unit level in support of UWM's Strategic Plan and Program Array Review.
    • Educational Technology Fee: Provides funds to support activities which enhance student access to educational technologies. Educational technologies are defined as applications and solutions that result in a student's ability to access information for learning and that meet the university's educational objectives.

    The following funds were available in 1997-98:

    Laboratory Modernization - - - - $824,872
    Classroom modernization - - - - - $280,028
    General Computer Access - - - - -$256, 723
    Technology Initiatives Fund - - -$341,890
    Educational Technology Fee - - -$935,000

    Total - - - - - - - - - - - - - - - - - - - - $2,692,953

    1997-98 Technology Allocation

    Unit Project General Comp Access Lab & Class Mod Technology Initiatives Ed Tech Fee
    FA Film Equipment Replacement

    FA Art computer Lab - FAA 417

    SARUP Multimedia computer lab/ AUP 150

    SAHP SAHP Enderis 980

    SAHP HK First Aid Mannequins

    SAHP UWM Assistive Technology Lab

    ED Enderis 724/740 Computer Lab

    ED Faculty portable computers/5

    CEAS Experimental Station for Machining

    CEAS Advance Computer Graphics Lab

    CEAS Electron Microscope

    DSAD TARC Stand. Test Preparation

    DSAD TARC Video SI

    DSAD SAC Computer Lab

    DSAD TARC Computer Literacy

    I&MT EMS, Sandburg, Union CCL cont. cost

    I&MT BUS N234A cont. cost $55,500

    I&MT BUS N234C cont. cost $10,500

    I&MT LIB E272 cont. cost

    I&MT Upgrade CCLs $190,723

    I&MT Lapham 162

    I&MT Lapham 160

    I&MT Engelmann Lecture Hall

    I&MT AUP lecture Hall 170

    I&MT Help Desk

    $20,000 $52,140
    I&MT Hotline

    I&MT Alpha Memory Upgrades

    I&MT Interactive Alphas Upgrade

    I&MT High Speed Disk and Tape Backup

    I&MT Expand Modem Pool - Line Costs

    I&MT Infrastructure Update for CCLs

    I&MT Student Technology Literacy

    I&MT Campus Internet Access

    I&MT ISDN lines BUS S250

    I&MT/FA Multimedia Web-Page Dev. Lab

    LIB Extended Hours Lab

    LIB Literacy Sat. & Eve. workshops

    LIB Adaptive Technology Resources

    LIB Expanding Electronic Reserve

    L&S English Curtin 108

    L&S McFarland Learning Center

    L&S Art Hist Equipment  
    L&S Microscopes-Biological Sciences

    CIPD LTC Equipment

    St. AFF Bolton ERS Center

    St. AFF Financial Aid Comp Lab

    SLIS 10 X-terminals

    AC AFF Mitchell 158 remodeling

    AC AFF Computer Acquisition program


    Totals $256,723 $1,104,900 $417,935 $989,440
  3. Description of 1997-98 funded UWM Educational Technology Fee Projects

    Project: Continuing Cost for Campus Computer Labs: EMS, Sandburg, Union
    Amount: $223,700
    Unit: I&MT

    Description: Provides student staffing and supplies for the EMS, Sandburg, and Union CCLs.

    Project: Academic Computing System Upgrades: Memory Upgrades
    Amount: $51,000
    Unit: I&MT
    Description: Increasing the memory in the Alpha computers in order to more efficiently handle peak loads for users.

    Project: Academic Computing System Upgrades to Interactive Alphas
    Amount: $72,000
    Unit: I&MT
    Description: An addition of 2 CPUs to each of the three Alpha computers which will increase the number of simultaneous users on each alpha (without significant spiking of performance) from 200 to 325.

    Project: SAC Student Computer Lab
    Amount: $18,104
    Unit: Student Accessibility Center
    Description: Makes available, in the Student Accessibility Center, additional computers, specialized assistive technology (software and hardware), and adaptable workstations for students with disabilities.

    Project: Academic Computing System Upgrades: High Speed Disk and Tape Backup
    Amount: $75,000
    Unit: I&MT
    Description: Increases the Alpha computer disk space student quota from 5 to 10 megabytes per student.

    Project: Expand Modem Pool - Line Costs
    Amount: $22,833
    Unit: I&MT
    Description: Covers the annual cost of the telephone line charges for the 129 additional modems installed with 1995-96 Educational Technology Fee.

    Project: Electronic Instructional Facilities/Extended Hours Lab
    Amount: $64,052
    Unit: Library & I&MT
    Description: Provides student staffing and supplies for the extended hours, CCL on the first floor of the East Wing of the Library (E159) and student coverage of the extended hours of the Library Reserve Desk .

    Project: Campus Internet Access
    Amount: $20,000
    Unit: I&MT
    Description: This project will help increase UWM's Internet access to 45 Mbps.

    Project: Worthwhile Infrastructure Update for CCLs
    Amount: $28,000
    Unit: I&MT
    Description: Replaces present hubs in the CCLs with switch technology , thereby increasing the speed to workstations from file serves from 10 Mbps to 100 Mbps.

    Project: Financial Aid Computer Lab
    Amount: $13,436
    Unit: Financial Aid Office
    Description: Placement of computer workstations within the Financial Aid Office that enable students to file their financial aid applications electronically, check the status of their applications on-line, and search for scholarships, internships, and employment opportunities.

    Project: Adaptive Technology Resources
    Amount: $12,915
    Unit: Golda Meir Library
    Description: Expansion and upgrade of the 24 hour accessible adaptive technology equipment and software for use by students with disabilities for gaining access to traditional and electronic materials available through the library.

    Project: Help Desk
    Amount: $52,140
    Unit: I&MT
    Description: Provides partial funding for creation and operation of a Help Desk designed to answer common information technology problems, direct difficult questions to the right resources on and off campus, and to track problems to resolution.

    Project: Expanding Electronic Reserve System
    Amount: $19,700
    Unit: Golda Meir Library
    Description: Expand the Electronic Reserve System to include approximately 35-45 courses for the Fall 97 and Spring 98 semesters.

    Project: Multimedia Web-Page Development Lab
    Amount: $142,500
    Unit: Fine Arts and I&MT
    Description: Create a multimedia CCL in Mitchell Hall with high end graphics workstations, and peripherals.

    Project: Bolton ERS Center Upgrade
    Amount: $20,000
    Unit: Enrollment Services
    Description: Install computers in the new Bolton Hall Registration Center for student use for registration, accessing transcripts, applying for graduations, . . .

    Project: Student Technology Literacy
    Amount: $65,991
    Unit: I&MT
    Description: Provide all students with an awareness of a range of computing resources on campus via drop in orientation sessions.

    Project: Computer Tutorial Assistance for Standardized Test Preparation
    Amount: $3,650
    Unit: Tutoring and Academic Resource Center
    Description: Acquisition of Learning Plus software to assist students taking exams such as GRE, GMAT, LSAT, and PPST.

    Project: Video Supplemental Instruction
    Amount: $3,843
    Unit: Tutoring and Academic Resource Center
    Description: Allows for video supplemental instructional tapes to be created of class lectures for SI leaders to use for tutoring students.

    Project: UWM Assistive Technology Proposal
    Amount: $36,500
    Unit: School of Allied Health Professions/Health Services
    Description: Partial funding for an accessibility technology laboratory and evaluation center designed to provide students with disabilities access to technology while at the same time, assisting in instruction in professional training programs.

    Project: Evening and Saturday Information Literacy Workshops
    Amount: $14, 165
    Unit: Golda Meir Library
    Description: Free, walk-in and class centered workshops on evenings and Saturdays (an extension of the current walk-in sessions available during the daytime hours).

    Project: Technology Access and Computer Literacy
    Amount: $29,910
    Unit: TARC
    Description: Support will be provided via tutors, short courses, and on-line assistance for computer literacy to all undergraduate students wishing to use the services offered by TARC.

  4. Additional Technology/Media Support

    Computer Acquisition Program

    The Office of Academic Affairs has established a fund to assist in the acquisition and installation of desktop/laptop computers for Academic Affairs faculty/staff. The program is intended to provide faculty/staff members with the basic tools necessary to utilize technology effectively in the classroom/research/and administrative environments. Two hundred thousand dollars ($200,000) per year for the next three years (97-98,98-99,99-00) has been budgeted for this program.

    Funding allocations to schools and colleges are made in direct proportion to the number of FTE faculty appointments in each school/college based on the November 1 payroll of the previous academic year (allocations for 97-98 were based on the November 1, 1997 FTE). Each school/college determines how computer allocations are made within their unit. The program provides a match as follows: 1) 75% of the cost of a desktop computer up to a limit of $1,200; or 2) 75% of the cost of a laptop computer up to a limit of $2,400; or 3) 75% of the cost of upgrading an existing computer up to a limit of $600. Unused allocations will be carried over for use by the school/college in the following year.

    1997-98 Computer Acquisition Program Allocations

    Nov. 1, 1997

    SAHP 30.87 4.79% $8,385.07
    SARUP 27.72 4.30% $7,529.45
    SBA 44.95 6.98% $12,209.56
    SOE 61.6 9.56% $16,732.12
    CEAS 51.82 8.04% $14,075.62
    SFA 67.78 10.52% $18,410.76
    L&S 300.59 46.66% $81,647.83
    SLIS 6 0.93% $1,629.75
    NUR 24.94 3.87% $6,774.33
    SSW 21.5 3.34% $5,839.94
    DOCEx 6.5 1.01% $1,765.56

    644.27 100.00% $175,000
    * Faculty FTE based on Activity 2 or 4 (except in case of DOCEx FTE)

    The remaining balance of $25,000 has been allocated to I&MT to provide support and maintenance of the equipment purchased.

    Media Accounts

    Allocations for media accounts are used by units to procure video, graphic and photographic services from I&MT. They are allocated in the form of 25/75 (25% of the cost provided by the unit and 75% percent provided by Academic Affairs) and 50/50 (50% of the cost provided by the unit and 50% percent provided by Academic Affairs).

    1997-98 Media Account Allocations (as of 2/98)

    75% 50/50

    Administration 13,000 9,750 1,000 500
    Admin Affairs 2,000 1,500 750 375
    Student Affairs 4,000 3,000 5,000 2,500
    Academic Affairs 3,500 2,625 750 375
    SAHP 8,000 6,000 500 250
    SARUP 3,500 2,625 500 250
    SBA 6,000 4,500 1,000 500
    SOE 8,000 6,000 9,000 4,500
    CEAS 9,000 6,750 750 375
    FA 10,000 7,500 2,500 1,250
    Grad School 5,000 3,750 4,000 2,000
    I&MT 0 0 5,000 2,500
    L&S 48,000 36,000 5,000 2,500
    Library 2,000 1,500 3,000 1,500
    SLIS 900 675 500 250
    SON 20,000 15,000 5,000 1,000
    SW 1,500 1,125 1,000 500
    Student Acad Dev 2,000 1,500 1,500 750
    DOCEx 12,000 9,000 20,000 10,000
    TOTAL 158,400 118,800 66,750 31,875
  5. Total Technology Funds Allocated by Unit for 1997-98:

    Unit Total Technology Allocations
    Allied Health $213,136
    Architecture/Urban Planning $96,904
    Business $17,209
    CPID/LTC $30,000
    DSAD $57,757
    Education $154,732
    Engineering $239,186
    Fine Arts $143,551
    Golda Meir Library $113,833
    I&MT $1,005,472
    Letters & Science $402,923
    Library & Info Science $25,055
    Nursing $22,774
    Social Welfare $7465
  6. Distance education courses

    Academic Affairs continues to provide support for the transmission and site support for distance education courses offered from the campus.

    Semester: Fall 1997
    540-710 section 102: Electronic Networking and Information Sources
    216-330 sections 106 and 107: Organizations
    216-360 section 106 and 107: Principles of Marketing
    216-370 section 105 and 106: Production and Operations Management
    068-341 Lc 101: Theoretical Foundations of Nursing
    068-365 Lc 101: Nursing Research
    068-437 Lc 101: Nursing Management & Leadership
    068-444 Lc 101: Community Health Nursing
    068-317 Lc 101: Health Assessment
    435-779 Lc 101: Interdisciplinary Coordinated Care of the Child
    550-499 Lc 201: Technical Japanese

    Semester: Spring 1998
    068-365 - sec 102: Clinical Pharmacology
    068-434- sec 101: Nursing Research
    272-500- sec 101: Teaching Math: Implementing the K-4 NCTM Standards
    540-540 - sec 102: Management of Library and Information Centers
    540-640 - sec 105, 106: Information Marketing
    216-350 - sec 105, 106: Principles of Finance
    216-380 - sec 105, 106: Introduction to Real-estate Markets
    400- 391 - French Literature in Relation to Social and Historical Issues

E. Strategic Initiative IV: Enhance the Campus Environment: Improve the support systems and physical facilities that make the campus environment conducive to learning and working.

  1. Support for the Golda Meir Library

    The provost supplied $100,000 in 1997-98 for support for library acquisitions. In addition, as described above, a number of technology initiatives in the library were supported.

  2. Services for students

    Improvements to student registration continued in 1997-98, with students able to add, drop and register on-line, the first on-line production of the schedule of classes, and web and telephone options for students reviewing and updating student records. Progress on the student registration system has not come without extra effort on the part of faculty and staff nor some inherent problems along the way. All are to be commended for the hard work and great accomplishments in providing the best services our systems will allow for students.

  3. Oversight and improvement in classroom maintenance and utilization

    Academic Affairs has developed a model and taken responsibility to provide oversight for general assignment classrooms on campus. This includes:

    • The transfer of responsibility of classroom assignments from the Secretary of the University's Office to Academic Affairs in September 1997 (as a result of a vote from the faculty). Classroom Assignments is now housed with I&MT Classroom Support in SBA N243.
    • Overseeing refurbishing of the general assignment classrooms. In 1997-98 12 additional classrooms were painted and new seating installed in 33 classrooms. This brings the 1995-97 total number of repainted classrooms to 96, of which 63 have been refurbished.
    • The formulation of a committee to recommend technology improvements for Bolton Hall classrooms. The plans developed by this committee are currently being implemented and involve the upgrading of 20 classrooms in Bolton Hall.
    • The formulation of a committee to recommend improvements for classroom space in EMS. This committee has just started their work and will submit a report to Academic Affairs in June.

  4. Professional development opportunities

    Faculty and staff development projects supported as part of the UWM 1997-98 Faculty/Staff Development Program are listed in Appendix C. Proposal are reviewed and selected for their consistency with the campus strategic plan.

  5. Residence halls, athletics program, parking, and sport and recreational facilities

    The planning documents submitted by the Division of Student Affairs and the Division of Administrative Affairs provide descriptions of plans and improvements in these areas. It is worth noting that plans are being developed for expansion of the residence halls, expansion and improvements in the Klotsche Center, remodelling of Sabin Hall, and revision of the campus transportation and parking options. A self study committee has recently been appointed to begin preparations for the campus NCAA Division I certification site visit and review in the spring of 1999.


A. Continuing Progress in Areas of Success

  1. Enrollment management and planning

    The important gains the campus has made in addressing and reversing its enrollment decline also bring UWM to enrollment planning issues which differ considerably from those of the past few years. For the immediate future, it remains a critical goal to achieve the UW-System enrollment management targets for the next two years of Enrollment Management III. Doing so is our means of assuring no enrollment-driven decreases to our base budget and, instead, increases in campus revenues. Yet, even as we continue to strive towards a goal not yet achieved, it is clear that enrollment growth cannot continue for long at its current rate without compromising our ability to assure class availability and quality education, particularly in programs already full and those that are approaching capacity.

    1998-99 Model

    The experience of Fall, 1997 is the most appropriate model on which to estimate Fall, 1998 enrollments. The institution continues to enhance its recruitment and retention efforts; demographics continue to yield a somewhat larger pool of high school graduates. Applying the fall, 1997 experience yields the following enrollment projection model (also illustrated in Table 6). In this model, EM III targets have been increased by 60 FTE per year in 1998 and beyond as per the chancellor's recent successful negotiation to retain campus base budget.

    Enrollment Projection Model for Fall, 1998

    Headcount FTE

    Fall '97 Fall '98 Fall '97 Fall '98

    New freshmen (demographics at Fall, 1997 rate) 2479 2605 1983 2083
    New transfers (demographics at Fall, 1997 rate) 1466 1531 1179 1231
    Re-entries (previous year) 1347 1347 650 650
    Continuing Ugs (previous year retention) 11792 12080 9206 9488
    Total Ugs 17685 18164 13224 13659

    New Masters (previous year) 706 706

    New docs (previous year) 82 82

    New NDCs (previous year) 310 310

    Reentries (previous year) 299 299

    Continuing Grads (previous year retention) 3169 3234

    Total Grads 4566 4631 2370 2399
    Total 22251 22794 15594 16058
    EMIII target

    15942 15959

    While it would appear from these estimates that UWM would successfully meet the UWS EMIII target next fall, it is important to note that 438 credits in Fall, 1997 were "moved" from credit outreach to count under the campus total. We will not truly meet our EM target until we achieve the expected enrollments without converting, at a considerable internal reallocation cost, 104 outreach credits to 101 credits.

    School/college enrollment planning for Fall, 1998 - 2000

    The following target ranges are estimates of enrollments that are appropriate to the unit's instructional capacity (Appendix D), assuming no major instructional position additions or deletions compared with Fall, 1997, and which serve the institutional goals of meeting UWS enrollment targets. The specific minimum targets for Fall, 1998 are based on the institutional goal of meeting UWS EMIII target of 15,959. Institutional enrollment growth beyond Fall, 1998 may allow units with high student/instructional staff ratios to adjust to the lower end of target range. Units meeting base enrollment expectations may negotiate to retain, in part, enrollment revenues above and beyond those generating base budget support as indicated by these target ranges.

    School/College Enrollment Target Range

    FALL, 1997
    Actual enrollment/target
    FALL, 1998 Minimum
    FTE SCH target
    Fall target range
    Allied Health 690/740 755 745 - 795
    Architecture 522/510 520 510 - 525
    Business 1764/1600 1765 1600 -1700
    Education 1255/1250 1275 1250 - 1300
    Engineering 741/760 776 835 - 914
    Fine Arts 1184/1147 1185 1185 - 1240
    Letters & Science 8246/8148 8420 8820 - 9355
    Library and Info. Science 162/165 180 180 - 185
    Nursing 486/473 510 510 - 530
    Social Welfare 545/589 565 565 - 581
    Total   15,951 16,200 - 17,125
    UWS EMIII target

    Modeling Enrollment Beyond 1998-99

    The Enrollment Management Working Group offers the following factors for consideration in the campus planning for enrollment modeling and management:

    • Should current trends continue over the next several years, enrollments may exceed the institution's "capacity". UWM's enrollment capacity is impacted by the size of the physical plant and availability of classrooms, the instructional resource base (FTE instructional faculty and staff), and the base budget supporting the full range of university activities. The capacity of the residence halls is a factor in recruitment of freshmen. Instructional capacity could conceivably be increased with expansions in base budget support and/or expanding the physical plant capacity with the use of satellite sites and other instructional locations. Employing greater efficiencies through utilization of technologies, effective class scheduling, and judicious use of faculty and instruction staff resources may expand the institution's enrollment capacity.

    • Based on enrollments and budgets of the past decade, UWM's base resources can support an optimal range of 16,250 - 17,250 FTE, assuming no significant changes in student composition and teaching modes.

    • Enrollments above and beyond the 16,250 - 17,250 range are likely, given student interest and institutional initiatives. UW System is now utilizing a "bulls eye" model, whereby tuition revenues above and beyond those budgeted (which very roughly correspond with the GPR capacity enrollment) may be retained (at 75%) by the campus generating them. It will also be possible, after two successive years of meeting our enrollment target, to increase the revenue budget, such that all budgeted tuition revenues may be retained by the campus. Under this model, the campus may now begin to increase its tuition revenues and support for programs, but cannot count on state GPR to increase other than for specific legislatively-supported initiatives.

    • In general, then, UWM should plan to manage its enrollment increases ensuring that core capacities are not exceeded at the same time new and additional markets are explored through efficient resource management of base budgets and additional revenues earned. In other words, we would expect to maintain our base FTE capacity enrollment of 16,250 - 17,250 and to enroll additional students as permitted through additional revenue generation.

    • As UWM approaches its enrollment target ("core capacity"), a number of expectations and opportunities are in place based on anticipated student demands and outcomes in the array of UWM programs offered. These include:

      • Little change in the overall number and percentage of doctoral students.

      • Increased demand and opportunity for master's students and other post-baccalaureate students, leading to an increase, over the next several years, in the number and percentage of non-doctoral graduate students and programs to serve these students.

      • Enrollments of undergraduates, in selected areas, which exceed the program's capacity unless entering undergraduate enrollments to degree programs are managed. These demands already greatly exceed capacities in some majors (Occupational Therapy and teacher education) and are anticipated in business. Other areas exist which still have capacity.

    The Enrollment Management Working Group makes the following recommendations:

    • Controls need to start being put in place to ensure that students entering majors have adequate access to courses. Admission to premajors should be considered in business, OT, education, and other majors as enrollment demands increase. Such changes need to be put in place with adequate lead time to inform prospective student populations and high school counselors. Models must allow for access to majors by qualified students transferring from other UWM units or other colleges.

    • The success of students admitted with low qualification profiles (high school rank, ACT scores, etc) should be reviewed and admission decisions adjusted to ensure maximum student success.

    • Recruitment efforts must remain strong and successful to ensure a high quality applicant pool.

    • A coordinated recruitment plan and campaign should be put in place for master's and other post-baccalaureate students in synch with the institution's plans and efforts to enhance programs and services for adult and returning students. Capacity in master's and other post-baccalaureate programs must be assured and addressed.
  2. Resource management strategies

    UWM continues to fare well in the 1997-99 biennium and is actively forwarding its agenda to UW-System as part of planning for the 1999-2001 biennium. This biennium provided the most favorable faculty/staff compensation increase that has been in place for several years. Compensation allocations for the unclassified salary increases alone totaled over $2.5M in 1997-98 and over $2.9M in 1998-99. In addition, UWM has received new state funds for technology, strategic partnerships with other UW institutions, the Occupational Therapy program, the Physical Therapy program, and the Center for Educational Excellence in the School of Education.

    UWM administration will continue to work with UW System administration to secure funding for strategic initiatives and development from this and the next biennial budget. A guarantee of assistance has been assured in 1999-2000 for our UW-Washington County and UW-Sheboygan strategic alliances. In addition, UWM submitted seven proposal concepts for consideration in the biennial budget development. These concepts were derived from administration's plans, proposals submitted in the resource planning process, or responses to the provost's request for concept papers to contribute to an "idea bank" for future funding opportunities. The proposals forwarded to UW System as well as the concept papers submitted to the provost are listed below. The texts of the budget proposals transmitted to UW-System are attached in Appendix E.

    • Budget Proposal Concepts Submitted to UW-System Administration (January, 1998)
      Urban Environmental Health
      Institute for Global Policy and Business Studies
      Urban K-12 Education: Center for School and Community Partnerships
      Center for Intelligent Maintenance Systems
      Strengthening the UWM Library's Cooperative Access Program
      Enhancing Access for Adult and Returning Students
      Student Information System

      Concept Papers Submitted to Provost (January, 1998)
      American Geographic Society Collection Recataloging
      Art Department - Design Center, and FernWood Imprints
      Art Start - UWM/MPS Collaborative Program for Grades 7-12
      Center for Communication, Computation, and Data Sciences
      Center for Electronic Arts and Culture
      Center for Health and the City: A Transitional Step towards a School of Public Health
      Community Outreach Center: Enhancing the Quality of Life of Milwaukee Residents and Wisconsin's Communities through Participatory Development, Planning and Design Services
      Collaborative Project to Develop Employment and Economic Indices for Milwaukee Central City Neighborhoods and the Milwaukee Metropolitan Area
      Dances to Go Program
      Executive Engineering Management (EEM) Graduate Program (MS and PhD)
      Expanding the Reach of UWM's Great Decisions Program
      Fine Arts Administrative Information Systems Infrastructure
      The Global Campus Initiative
      The Knowledge Network of Wisconsin
      Learning through Interactive Focus Group Technology
      Linking the Middle School Jason Project Interdisciplinary Science Content, Technology and University Researchers through Interinstitutional Collaboration
      The Milwaukee River Watershed: Combining Urbanization and Water Research with Education
      Motivating and Preparing Black Youths to Learn, Work, and Apply their Knowledge for Success
      Practical Experience for Students Working in Technology Related Areas to Enhance their Abilities, Professional Development and Future Employment Opportunities; and Improve Technical Services at both UWM and MPS Locations.
      Security, Authenticity, and Legal Consideration in International Electronic Commerce
      Undergraduate Education with a Chinese Minor and Internship
      UW Multicultural Librarian

    Even with the campus resource picture looking brighter than it has for the past five years, careful management of institutional funds continues to be critical. We cannot build our future on prospective new resources alone; any we do receive will continue to be designated for specific, and often new, initiatives which frequently require campus matching investments. We can expect to increase our revenues from enrollment gains but, under the political climate for higher education in Wisconsin and across the country, cannot expect accompanying base budget increases. We will continue to see increased competition for our students from area institutions and from institutions utilizing distance education technologies to bring degree programs to the Milwaukee area. We need to set our priorities regarding our program array and our expected level of productivity, and be prepared to respond to changes in student needs and markets as well as changes in disciplines and scholarship. In managing campus resources over the next few years, we must maintain a balance between continuing to enhance management and budget authority of our deans and directors and maintaining the campus budget planning flexibility to support interdisciplinary program growth, to respond to sustained shifts in enrollments between disciplines, and to address strategic opportunities for the institution.

  3. Adult and returning students and programs

    UWM has always enrolled a substantial portion of adult and returning students. This student constituency, however, is increasing not only on this campus, but in colleges and universities across the country. UWM will continue to address the educational and service needs of this student population. A strong array of programs is now available in the evening hours, but more should be added. In addition, all student service offices will be open for business at least until 6:00 PM on Monday and Tuesday evenings to ensure consistent availability of assistance across all campus units for evening-only students. Weekend programs should be expanded, along with necessary services. Additional options addressing adult student programming and access are discussed below under the category "Innovations in program delivery and student access."

  4. Interdisciplinary program initiatives

    Through a number of models and examples, UWM has demonstrated the effectiveness of interdisciplinary collaborations in advancing the goals of the strategic plan. The Centers of Excellence continue to promote faculty and staff collaboration in research; the Center for Urban Initiatives and Research has been most successful in bringing together a wide range of faculty and staff with interest and expertise in urban issues; and interdisciplinary degree programs effectively serve and promote student interest and learning while providing linkages for faculty curriculum development and scholarship. The Center for Instructional and Professional Development and the Learning Technology Center have served to bring together faculty and staff around common interests in pedagogy, teaching and learning, and the utilization of technologies. These are but a few examples of effective current interdisciplinary activities.

    Campus discussions and the process of collecting program development concepts have further advanced the value and creation of interdisciplinary programs and initiatives. The budget proposals listed above that were submitted to UW System provide a number of excellent ideas for interdisciplinary initiatives that strengthen research, teaching, and outreach. We need to continue to find ways to develop interdisciplinary collaborations and to remove existing barriers to such development.

  5. Improving teaching and learning

    As described earlier, numerous initiatives have improved student transition to UWM, academic advising, the undergraduate curriculum, classroom pedagogy, and teaching and learning. A particularly stellar example is the Freshman Scholars program which has engaged faculty from across the College of Letters and Science in a shared development and teaching experience at the same time it has offered a unique and focused learning experience for freshmen students and faculty alike. The next phase of the Freshman Scholars program is equally welcome and exciting. Through collaboration with the Professional Theatre Training Program, the Freshman Scholars II initiative will engage students across the range of Freshman Scholars seminars in a common learning experience which will build a learning community for students and faculty alike.

  6. Program reviews and program array review

    The program array review represents the most significant campus-wide step the academic units and faculty have taken to implement the strategic plan. It is the type of assessment that ensures quality and reflects a collective commitment to setting and supporting priorities. While the review has not been completed, discussions have begun with deans, programs, and the faculty curriculum committees regarding next steps.

    Campus actions responding to the program array review must seek to accomplish building the overall quality of the institution within the constraints of our resources. These actions could include restructuring departments and/or programs; increasing interdisciplinary connections; reducing areas of concentration within programs to increase the focus of resources and expertise; changing the focus of programs; building a resource base for enhancing strong programs by garnering new funds and reallocating campus funds; and discontinuing or merging programs. Our expectation at the start of the program array review process was that some painful decisions would need to be made. Our next steps must be carefully considered and reviewed and yet, must be decisive and consequential.

    One anticipated result of the program array review is some refocusing of the 10-year program reviews to incorporate measures utilized in the PAR. Doing so will enable more consistent and comprehensive overview of the array of programs while continuing to focus the review process on program improvement.

    Programs Scheduled for Review in 1998-99 (includes reviews deferred from 97-98)

    Clinical Laboratory Science BS
    Architectural Studies BS
    Art BFA & BA
    Art Education BFA
    Inter-Arts BFA
    Applied Mathematics & Physics BS
    Art History & Criticism BA
    Biological Aspects of Conservation BA & BS
    Biological Sciences BA & BS, MS & Ph.D.
    Film Studies BA
    Geological Sciences MS/Ph.D.
    History BA, MA
    Library Science MLIS
    Psychology BA
    Nursing BS, MS
    Social Work BSSW, MSW


B. Areas in Which Greater Progress Is Needed

  1. Research and extramural support

    UWM's strategic goal is to become one of the nation's premier urban research universities. Every achievement we make in fulfilling our strategic initiatives brings us closer to realizing this goal. Nevertheless, in terms of extramural support and other measures of scholarly productivity, we have not progressed sufficiently since the strategic plan was adopted. This is not to say that actions are not being taken. New faculty are being hired across the schools and colleges, with significant numbers of new hires taking place in the College of Letters and Science. Units are organizing their research support units to assist faculty in writing proposals. Principal investigators are receiving 10% return on indirect costs - an increase of 5% over years prior to 1997-98. UWM's participation in Internet II and the NSF vBNS project link this institution with the country's most productive research universities to enable data exchange and research collaboration.

    Significant changes will be made in 1998-99 in how we assess and support research endeavors in order to increase our level of extramural funding and the quality of our graduate programs. Research Plan III will be approved and in place, and will provide assessment measures and strategies as well as clear accountability for responsibilities in this important area. The Associate Provost for Research and Dean of the Graduate School, as part of his oversight of Research Plan III, will review and prepare plans for reallocations of state research funds to increase the value of these funds in leveraging extramural support. Associate Provost and Dean Rayburn will also, in consultation with the Graduate Faculty Council, incorporate the program array review into his plan for enhancing the quality of UWM's doctoral programs.

    UWM's ability to enhance its stature as an urban research university rests largely in our success in building and fostering collaborative research. On campus, we must build interdisciplinary collaborations. At the same time, we will continue to foster collaborations with other institutions and with faculty research groups across the world.

  2. Integrating research, teaching, and outreach

    The first initiative of the campus strategic plan calls for: "strengthening and more effectively integrating the university's central functions of creating , disseminating and applying knowledge. In other words, better using UWM's strengths as an urban research university to enhance the education of its students." In many ways, UWM has made great progress in building on its strengths as an urban university for the enhancement of student learning. One of the more noteworthy examples is the extensive number of internships and other professional placement students experience while pursuing their degrees. Progress in integrating outreach, teaching and research strengths is more difficult to define and assess. Many programs already operate in an integrated manner - that is, students and faculty alike would be hard-pressed to differentiate which activities are "teaching", "research" or "outreach". There are still a number of programs, however, in which these distinctions continue to be made and reinforced in ways that are counter productive to this element of our strategic plan.

  3. Faculty review and promotion

    The strategic plan also calls for the faculty and staff to review and adjust as necessary policies governing personnel reviews and promotions to ensure consistency with and support of UWM strategic initiatives. A comprehensive review has not yet occurred.

  4. Multiculturalism
  5. As reported earlier in this document, UWM continues to progress in a number of the goals set by the Milwaukee Initiative. Most notably, the diversity of the student body continues to increase. Nevertheless, there continues to be a disparity between our current progress and the potential this institution has to advance multiculturalism. We need to continue to increase the diversity of students, staff, and faculty, but also to ensure learning and working environments that nurture success. We need to increase our focus on Milwaukee's youth and adults to improve access to and preparation for college. And, we need to ensure that all of our students leave this institution prepared to live and work effectively in a multicultural world.

    For the past ten years, overall campus strategies and goals for increasing diversity have been set forth in the Milwaukee Initiative I and II. The next major campus plan - the Milwaukee Commitment - is in the final stages of drafting and will be shared widely for review and comment over the next several months. It is anticipated that the Milwaukee Commitment will be in place in Fall, 1998.

  6. Infrastructure support

    A number of steps have been taken over the past two years to improve the environment and systems that support the university's scholarship. For example, long-overdue classroom maintenance needs are beginning to be addressed and a plan is in place for continued upkeep. Another area being partially addressed in this year's allocation is the need to add custodial maintenance support.

    We are anticipating a major conversion of our administrative computing to install and implement an integrated student information system. Without doing so, we are unable to provide services to students, staff and faculty that are expected at a comprehensive urban research institution. In order to take this step, we need to be prepared to invest the necessary resources and to reexamine and revise our practices. This will be a major campus effort over the next several years.

  7. Innovations in program delivery and student access

    As noted earlier in this document, we have made good progress in implementing a number of the recommendations of the Adult Access Working Group. Despite this progress, we need to step up our activities in the following areas:

    • Internet course and program delivery. Higher education is changing rapidly with the advance of technology, and the utilization of the World Wide Web for course and program delivery is expanding. UWM needs to venture more aggressively into this new paradigm.
    • Intersessions. UWM is working out the details of planning a class session between the fall and spring semesters. Intersessions make good use of facilities and other resources while providing options for students.
    • Corporate programming. With its MICAP program, the School of Business Administration has demonstrated that contracting with corporations and other entities for special educational needs and programs is pedagogically stimulating and financially beneficial. A number of units are exploring potential program contracts. Such activity is clearly supportive of our strategic goals and is highly encouraged.
    • Satellite sites. Campus administration is exploring the feasibility of establishing a satellite site in western Milwaukee County. The advantages of doing so include facilitating partnerships with health care agencies and other organizations in the area, enhancing student access beyond the Kenwood campus for the growing populations in the city as well as in the western metropolitan area, expanding physical plant and parking capacities, and consolidating and better supporting off campus programming. The deans have been asked to consider appropriate programming for such a site. However, it is important to stress that no decisions have been made.


A. Campus Resources in 1998-99

  • Overview

    The following sections describe the anticipated allocations and strategies employed at the beginning of the 1998-99 planning process, an update on available resources, the allocations of campus funds to units in 1998-99, and a discussion of anticipated resource needs and strategies beyond 1998-99.

    Anticipated Allocations

    In August, 1997, the provost distributed, with the unit planning guidelines, anticipated 1998-99 resource allocations, which consisted of a number of prior commitments as well as projected investments to implement the campus strategic plan (Appendix B). Sources of funds for anticipated allocations included, at that time, campus funds maintained by the chancellor and vice chancellor, new state funds, the enrollment contingent fund, and reinvestment of funds currently within the base budgets of the divisions and schools and colleges. Units prepared their 1998-99 resource plans anticipating a possible 1% contribution to the campus reinvestment plan.

    Update on Resources Available

    The budget prospects for the campus are considerably more favorable than has been the case over the past three years. The primary reason is the increase in enrollment and tuition revenue. In addition, the campus is the recipient of new targeted funds in 1998-99.

    New funds for UWM in the 1997-99 biennium include:

    • Campus technology funds (e.g. student technology fee, technology initiatives, wiring and networking, and classroom technology and instructional technology). With $537,000 in additional funding coming to the campus for networking and curricular redesign and some increase in funds from the student educational technology fee, UWM will allocate $3.2 M in support of technology projects across the campus in 1998-99.
    • Occupational Therapy: New state funds ($135,000 in 1998-99 added to $60,000 received in 1997-98) require a campus match of $102,100 in 1998-99.
    • Physical Therapy: New state funds ($435,000 in 1998-99 added to $60,000 received in 1997-98) require a campus match of $60,000 in base and $50,000 in one-time funds in 1998-99 and an additional base match of $58,500 in 1999-2000.
    • UWM/UWC Strategic Alliance: $110,000 to support the pilot year of offering the L&S Organizational Administration major and Business minor at UW-Washington County and UW-Sheboygan.
    • UWM/UW-La Crosse social work collaborative: $17,000 in one-time support requires a campus match of $24,000.
    • Institute for Educational Excellence: $75,000 base allocation to the School of Education.

    Enrollment and tuition revenue gains

    The campus has now started to realize the financial benefits of reversing its enrollment decline. UWM's final payment on the enrollment target reduction imposed by UW-System was scheduled for 1998-99. This payment of $354,400 was the third installment on a $1.26M base budget reduction beginning in 1996-97. Because UWM's Fall, 1998 enrollment is anticipated to meet the UWS Enrollment Management III target, this third base budget reduction will not occur. In addition, instead of refunding UWS tuition revenues due to enrollment shortfalls, UWM now is in the position of retaining its tuition revenues, including portions of the revenues that exceed our enrollment and revenue targets.

    Resource support for 1998-99 allocations and future campus needs

    For the past three years, the Enrollment Contingent Fund has funded enrollment-related base budget reductions, tuition revenue shortfalls, and the costs of transferring credit outreach student credit hours to bring "countable" enrollments closer to UWM's Enrollment Management target. The provost announced in last year's planning document that, as enrollments and tuition revenues increase, funds set aside for the Enrollment Contingent can instead be utilized as a Campus Opportunity Fund.

    In 1998-99, because of our enrollment gains, UWM will no longer need to utilize the Enrollment Contingent funds for tuition shortfalls or base reductions. However, our enrollments still will not meet the UWM enrollment management target unless we continue to convert credit outreach to "countable" credits. As has been the case for the past three years, this conversion itself is a major expense. We anticipate its cost to be $640,000 in 1998-99. Nevertheless, other funds held in the Enrollment Contingency can now be utilized to invest in the campus future.

    Two proposed major investments that were identified as priorities during the development of the campus strategic plan were the strengthening of UWM's academic program array and the enhancing of UWM's image. As funds become available, UWM will initiate these strategic and critical investments.

    The process of strengthening UWM's academic program array advanced this year with the significant progress made in the comprehensive program array review. Over the next few months, academic administration and faculty curricular committees will recommend specific actions. The provost will be able to address implementation of these actions in the 1999-2000 campus resource allocations. To support this planning, the provost is establishing the Campus Opportunity Fund, starting with $250,000. These funds will be utilized for one-time allocations in 1998-99. Investments in strengthening academic programs will be planned for 1999-2000 and beyond. As enrollment increases build to a level where outreach credits no longer need to be added to base enrollments and as tuition revenues continue to grow, the Campus Opportunity Fund will be the primary campus fund for investments in strategic academic planning and campus infrastructure needs.

    A strategic investment that the campus will make in 1998-99 is the enhancement of the campus image. A campus marketing program, developed with a professional advertising agency, will be launched in 1998-99 with an allocation estimated at $413,500.

    As noted above, campus units prepared resource plans for 1998-99 anticipating a possible 1% campus-wide reallocation to support both commitments noted in the provost's plan and initiatives suggested by units in the planning process. The chancellor and provost have decided that, for 1998-99, units will not be asked to contribute to reinvestment and, instead, the Enrollment Contingency fund and the Campus Opportunity Fund will be utilized extensively, as will other centrally-held campus funds, to meet prior commitments and to provide limited funding to strategic initiatives. Similarly, units falling below their enrollment targets in Fall, 1997 will not incur budget reductions. In addition, the remaining payments on Fall, 1996 enrollment shortfalls due from the College of Letters and Science and the College of Engineering and Applied Science will remain in the budgets of those units and be applied to meeting strategic needs in concert with the campus strategic plan and the preliminary findings of the program array review.

    This strategy allows units to continue making substantial progress in meeting strategic goals and addressing instructional and personnel needs. It also recognizes the considerable costs some units will be incurring in 1998-99 to cover a potentially unfunded portion of the classified staff pay plan.

    More importantly, this strategy allows the campus to utilize available revenues in 1998-99 and still prepare for future investments in strategic campus initiatives. The most significant of these are:

    • Assistance for unit restructuring or other tactics recommended by the program array review and in building faculty lines in areas of research, instruction, and outreach strength. Sufficient funds must be maintained centrally to provide one-time assistance and/or loans to units in order to meet enrollment demands while building up faculty and other resources in programs of strength and to explore new opportunities for program development.

    • The campus is facing a number of critical infrastructure issues. The recent campus budget decreases have taken their toll on the infrastructure, as the campus focus has been on maintaining and supporting enrollments and academic programs. An example is the resource base for physical plant, which has absorbed the addition of new buildings without an increase in state resources. In addition, a number of our information systems have reached their maximum point of service and efficiency, and we must prepare for major replacements in order to meet our current needs and to improve campus services. Specifically, we must purchase and install an integrated student information system to enable efficient and effective access to student data and to improve our student services (registration, advising, billing, etc.).

    A consequence of this strategy is that, beyond the commitments made by the provost in the beginning of the resource planning process, very few non-technology initiatives can be funded at the campus level. Instead, units will retain funds within their 1998-99 budgets to continue to address their strategic needs and initiatives. Commitments and initiatives funded in 1998-99 will utilize the campus Enrollment Contingent fund (a little over $1M in base funds, minus the costs ($640,000) of converting 104 credits to 101 credits in Fall, 1998), the Undergraduate Initiative fund ($133,000), and the Enrollment Enhancement fund ($206,000). Other contingency funds held by the chancellor and vice chancellor were utilized heavily in supporting 1997-98 initiatives such that reallocations between units were not necessary. The contingency accounts, albeit depleted, will continue to provide funds as needed and as allowable for ongoing costs such as faculty start-up, recruitment and retention, promotions, and selected unanticipated budget demands.

    The majority of funds received by units in 1998-99 will be allocations of campus technology funds. As part of the planning process, units submitted requests for the campus funds. The preliminary allocations listed later in this document are those requests selected because they support the campus strategic plan and have a high priority as indicated by the unit dean or division head. The funds supporting these allocations include: Laboratory Modernization ($824,872), Classroom Modernization ($280,028), General Computer Access ($256,723), and the Technology Initiative Fund ($844,863). Additional allocations of approximately $1M will be made to projects based on the recommendations made by the Educational Technology Fee Committee.

B. Campus Allocations in 1998-99 (Includes Allocations of $10,000 or More)

  • Scholarship: With the Research Plan III being finalized and the program array review nearing completion, the campus can anticipate changes in allocations to support research. The Associate Provost for Research will be designing a reallocation program for state-based research support funds (activity 4) that will result in reallocations beginning with the 1999-2000 budget year. In the meantime, campus funds are continuing to support UWM's participation in Internet II, the continued return to principal investigators of 10% of the indirect costs, funding faculty and staff set up costs (estimated to be $640,000 in 1998-99), and major grant matches ($100,000 anticipated in 1998-99). Significant allocations of campus technology funds also support major scholarship initiatives. For example, UWM was recently selected as a recipient of an NSF vBNS grant. The campus will receive substantial funds for the development of this sophisticated telecommunications network, for which $140,000 of campus funds are required in 1998-99.

    The campus is also supporting the hiring of faculty in units which have lost significant faculty positions due to budget cuts over the past few years. This support is provided by targeted assistance for faculty salary differential; for example, the provost is committing $73,000 in one-time funds (pending successful recruitments) to the College of Letters and Science which, along with the $100,000 of enrollment shortfall cuts that will now be forgiven, provides assistance to fund key faculty hires to support faculty research and teaching in the College, particularly in those programs preliminarily designated by the program array review as strategic programs for continued development. Similarly, with the "forgiveness" of the CEAS $50,000 enrollment shortfall bill, the College will support its research and instructional activities with increased supply and expense support. In addition, the provost is assisting Social Welfare and Business Administration in their support of senior faculty chairs.

    In addition to the commitments described above, the campus is continuing to support the development of the new BS in Information Resources, the Occupational Therapy and Physical Therapy programs, and the Center for Urban Initiatives and Research, as committed in the provost's anticipated allocations. The Golda Meir Library is being asked to match a $50,000 one-time allocation for acquisitions by prioritizing its resource utilization, incorporating the program array review results in setting its priorities. The campus is also anticipating a major UW-System budget request for libraries in the next biennium.

    Finally, there are two new initiatives being funded in addition to allocations that were anticipated at the beginning of the planning process. Both are initiatives suggested in the planning process that strongly support the strategic plan and benefit the entire university. One is the partnership between the School of Fine Arts and College of Letters and Science in providing all Freshman Scholar students the common experience of a dramatic production to create a closer community of learning. In addition to enhancing the student learning environment, this initiative supports the strategic goal of increasing collaboration and integration across university boundaries. Another is the development of a degree program offered via the World Wide Web - the Global Campus project sponsored by the School of Library and Information Science. This project will serve as a pilot for Internet program development across the campus.

    Internet II membership - - - - - - - - - - - - - - - - - - - - - - - $25,000 base funds

    Center for Urban Initiatives and Research - - - - - - - - - - - -$30,000 (Grad School base funds)

    Library acquisitions - - - - - - - - - - - - - - - - - - - - - - - - - $100,000 one-time funds
    - - - - - -- - - - - -- - - - - - - - - - - - - - - - - - - - - - - - - - - -$50,000 campus
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - $50,000 library match

    BS in Information Resources - - - - - - - - - - - - - - - - - - - - $80,000 base funds

    Occupational Therapy (match for $135,000 in - - - - - - - - - $102,100 base funds
    new state funds)

    Physical Therapy (match for $435,000 in new - - - - - - - - - $60,000 base funds
    state funds)

    Senior faculty positions - - - - - - - - - -- - - - - - - - - - - - - -$86,000 base funds
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -$35,900 allocation to SBA
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -$51,000 allocation to SW

    Freshman Scholars Learning Community Project - - - - - - - - $60,000 one-time funds
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -$30,000 campus
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -$30,000 L&S

    Global Campus pilot of Internet program delivery - - - - - - - -$41,500 base funds

    Enrollment: As described in detail in the planning document narrative, a major financial commitment anticipated at the beginning of the planning process - a base reduction of $354,500 - is no longer necessary due to enrollment gains. Still necessary, however, is the cost to convert outreach credits to "countable" enrollments, a cost anticipated to be $640,000 in Fall, 1998.

    A major commitment of funds in 1998-99 supports a new and enhanced campus marketing project. During the development of the campus strategic plan, all constituents identified the enhancement of the campus image as a critical need for UWM. Campus committees, working with a professional agency, have recommended the implementation of a comprehensive marketing plan estimated to cost $413,500 in 1998-99.

    Other costs not anticipated at the onset of the budget planning process are needed one-time updates to the campus administrative computer system. These include an update to the operating system and expansion of the computer capacity to enable SASI registrations for students in 1998-99 and beyond.

    In his anticipated allocations, the provost signaled interest in supporting collaborative initiatives with other campuses and projects to enhance UWM degree program delivery to adult and returning students. UWM was successful in garnering UW-System support for the piloting of the strategic alliances with UW-Washington County and UW-Sheboygan and for a collaborative Social Work program with UW-La Crosse. Finally , the provost will continue to invest funds to support additional sport and recreation courses in the School of Allied Health Professions.

    Marketing - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -$413,500 one-time funds

    Collaborative programs:
    - Strategic alliances with UW-Washington Co - - - $110,000 (UW System one-time funds)
    and UW-Sheboygan

    Social Work collaboration with UW-La Crosse - - -$41,500
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - $24,500 (UWM funds)
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - $17,000 (UWS funds)

    Computer upgrades to support student - - - - - - - - $466,000 one-time funds
    administrative systems and registration - - - - - - - - $323,000 (UWM funds)
    - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - $143,000 (I&MT funds)

    Environment: Anticipated allocations included continued support for the Center for Instructional and Professional Development and the Learning Technology Center, continued support for faculty and staff development programs and projects (approximately $210,000 in UWM support per year), and programs enhancing diversity and multiculturalism. Not anticipated at that time were pressing needs to provide support for services offered through Physical Plant. Over the past few years, the budget supporting Physical Plant has eroded with campus budget cuts at the same time new buildings have come on line without funds for the added custodial maintenance support needed.

    Diversity Initiatives:
    - Pre-College tours for elementary and middle school children - - $15,000 base funds
    - Theatre of Color in the School of Fine Arts - - - - - - - - - - - - - - - $20,000 base funds

    Center for Instructional and Professional Development - - - - - - - $43,000 base funds
    and Learning Technology Center

    Physical Plant support - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - $125,000 base funds

    Technology Projects

    The final funding decisions have not been made, however, the following projects have a high likelihood of being funded from the General Computer Access, Laboratory and Classroom Modernization and Technology Initiatives funds.

    Anticipated 1998-99 Activities

    Unit Project Amount Requested General Comp Access Lab & Class Mod Technology Initiatives


    CEAS Advanced Multimedia Information Lab $80,000

    Modernize Computer Sci. Instructional Lab $70,000
    Grad vBNS $155,000

    $140,000 $140,000
    I&MT CCL hardware/software replacement $268,800 $256,723

    Video Projectors Replacement $37,500

    Media Distribution Equipment $60,000

    Upgrade SBA classrooms and computer lab $120,000

    Bolton Hall Class mod $122,650

    Campus network

    $340,000(New UWS funds)

    Merrill 131 $6,000
    $6,000 (New UWS funds) $785,058
    L&S Physics Micro-computer facility $110,223

    World Languages $164,550

    ** Math Calculus Computer lab $122,101

    ** Artificial Intelligence, Math $56,675

    ** Bio Sci Spatial and Temporal Eco lab $51,357

    ** Chemistry- NMR Spectroscopy $120,000
    SAHP Sterilizer for biohazard waste $23,710

    PT lab $50,000
    SBA Upgrade S241 Classroom $35,000

    Upgrade SBA classroom server

    Upgrade PC for visually impaired students $4,000
    SFA Replace Film Inst. Equipment $100,000
    SLIS Upgrade computer lab $70,000

    Global campus $41,500

    $41,500 $91,500
    SoE Best Practices in Teaching Video Database $34,000

    $34,000 $34,000
    SoN Multimedia Classroom $85,000
    SoW Distance Ed Initiative $18,220

    $10,000 $10,000
    Other Computer Acquisition Program $200,000

    $200,000 $200,000

    Art History payment from 1997-98 $28,500

    $28,500 $28,500
    ** NSF matching grant. Campus funding pending NSF funding

    New technology funds support the acquisition of desktop computers for faculty and teaching academic staff. The 1998-99 allocations by school are listed below, and match the 1997-98 allocations from this fund.

    1998-99 Computer Acquisition Program Allocations

    Nov. 1, 1997 Faculty FTE* percentage of total FTE 1998-99 allocation
    SAHP 30.87 4.79% $8,385
    SARUP 27.72 4.30% $7,529
    SBA 44.95 6.98% $12,210
    SOE 61.6 9.56% $16,732
    CEAS 51.82 8.04% $14,076
    SFA 67.78 10.52% $18,411
    L&S 300.59 46.66% $81,648
    SLIS 6 0.93% $1,630
    NUR 24.94 3.87% $6,774
    SSW 21.5 3.34% $5,840
    DOCEx 6.5 1.01% $1,766

    644.27 100.00% $175,000
    * Faculty FTE based on Activity 2 or 4 (except in case of DOCEx FTE)

    The following proposals have been submitted for consideration for the Educational Technology Fee Fund. Review of all proposals submitted is currently underway.

    1998-99 Proposals submitted to the Educational Technology Fee Fund include:

  • 1. Alpha Accounts and Student Literacy, $33,200
    2. Bolton ERS Center, $40,200
    3. Campus Computer Labs- Continuing Costs & Equipment Replacement, $557,037
    4. Certification of Software Competency, $57,800
    5. Computer Lab for Grad Students' Research, $9,940
    6. Computer Literacy Library, $2,000
    7. Conversion of Merrill Hall, Rm. 116, to Campus Computer Laboratory, $137,700
    8. Course Reflections, $9,600
    9. Daily Student Web Page, $78,000
    10. Discounted Shortcourses and Student Literacy, $16,000
    11. Distance Education Academic Support, $4,720
    12. Expanded Modem Pool-Line Costs, $22,833
    13. Help Desk, $339,336
    14. Learning Outreach Program-Assessment of Learning Strategies, $21,638
    15. Math/Science Tutoring Center, $25,000
    16. Mathematics Computer Lab & Study, $154,101
    17. Multimedia Web Page Development Lab, $51,400
    18. Peer Mentoring Center, $53,700
    19. Sandburg LLC (Living Learning Center) Expansion, $102,900
    20. Social Science Student Instruction Computer Lab Software, $4,326
    21. Student Access to Technology and Computer Literacy, $30,000
    22. Student Monitor Program, $4,160
    23. Technological Innovations in Classroom Instruction, $3,479
    24. Tutorial Software to Support Academic Courses, $1,850
    25. Upgrade SARUP Computer Lab 150, $60,900
    26. Upgrade SARUP GIS-CAD Facility 158, $55,860
    27. Video Supplemental Instruction, $3,150
    28. Computerized Student Access to On-Line Course Registration and Information Resources, $3,984
    29. Enhancement of Website - Information Resources, $699
    30. Computer Upgrades to Library Public Workstation, $38,500
    31. Continuation of Evening and Saturday Information Literacy Workshops, $15,012
    32. Electronic Reserve, $24,345
    33. Electronic Instructional Facility (Library E175), $140,655
    34. Enhanced Library Instruction Facility (Library W116), $14,000
    35. Library Information Access Lab/Campus Computer Lab (E159), $123,500
    36. Student Help-Kiosk for Library Information, $18,795
    37. Subsidized Free Printing for Students from Public Workstations in the Library, $13,100

C. Campus Resource Needs and Management Beyond 1998-99

  • It needs to be recognized that, while the campus resource situation this year is far better than it has been, we cannot hope to meet our future needs without seriously reviewing and modifying the allocation of campus resources. We have critical needs in our infrastructure that will require substantial sums of money to address. We also anticipate modifications in our program array, with accompanying shifts in resource allocations. As we prepare for these changes, it might be useful to review our sources of funds for such major campus initiatives:

    • The Campus Opportunity Fund. Maintaining a campus base budget investment fund requires units to rely primarily on their own resources to effect permanent solutions to anticipated as well as unanticipated budget needs. One-time allocations and "loans" against this fund can be used to allow units flexibility to plan for resource needs. Major planning initiatives addressing program array and infrastructure will require some permanent investments of these funds. By itself, this fund will not be sufficient to cover the campus needs anticipated.

    • New campus funds. At the invitation of UW-System, UWM submitted concept ideas for seven potential areas for inclusion in the 1999-2001 UW-System biennial budget. This submission followed a campus-wide request for concept papers for future program and multidisciplinary development. These submissions were:
      • Urban Environmental Health: A multidisciplinary approach to build on the strengths of numerous campus research and outreach activities focusing on the Milwaukee urban community and its environmental health.

        Institute for Global Policy and Business Studies: A collaborative proposal between the College of Letters and Science and the School of Business Administration to increase international program development and outreach.

        Urban K-12 Education: A proposal to apply the broad range of expertise in the School of Education and other UWM units to improve teaching and learning in the Milwaukee Public Schools.

        Center for Intelligent Maintenance Systems: An innovative proposal from Engineering for technology developments in industry.

        Strengthening the UWM Library's Cooperative Access Program: A proposal to develop further the very successful collaboration with the Medial College of Wisconsin and Marquette University.

        Enhancing Access for Adult and Returning Students: A proposal to expand site development, distance learning technologies, and program development to better serve adult and returning students.

        Student Information System: A proposal for assistance in converting from legacy administrative computer systems to an integrated student information system.

    We can anticipate some new funding in one or two of the areas listed above. As our experience this year demonstrates, new funding comes in very selected areas and often with requirements for matching campus funds.

    • Funds in unit budgets. With the 1998-99 planning guidelines, the provost distributed his "Resource Planning Predictions and Assumptions" for 1998-2001. Included was the following statement: "Limited resource allocations and reinvestments made at the campus level by themselves have limited impact. Their primary impact will be to share costs of initiatives planned and supported by the units which serve to accomplish the common goals of the campus strategic plan." As we continue to make strides toward achieving our strategic objectives, we must recognize that over 95% of the institution's operating budget is invested in faculty, staff, equipment, services, and supplies and expenses in the units of the university. Even major structural changes would not result in more than incremental reassignment of resources. To effect positive change, each unit must reinvest and reinvigorate its resources and programs, and do so in much greater collaboration with other units.

    • Those campus initiatives most central to our strategic goals will require reinvestments from all units. While campus reallocations are often unpopular, substantial progress cannot be made without such strategies.