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Budget & Planning

Planning for UWM's Future: April 26 & 27, 1999 Retreat

Retreat Goals and Accomplishments (May 10, 1999)

GOAL:  To strengthen a sense of community based on a shared vision for UWM's future that is grounded in the UWM Strategic Plan and the Milwaukee Idea.


  • Our 2-day discussions culminated in a shared recognition that planning for UWM's future as a premier urban research university requires investment of both resources and creative efforts of faculty, staff and students in research, academic programs and modalities of teaching and learning, competitive salaries, diversity, student information system enhancement, and contingent needs.  A key budgetary and conceptual component of our institutional long-range planning is the Milwaukee Idea.  As stated by Chancellor Zimpher, "Like threads through a cloth, these Milwaukee Ideas will be woven into the fabric of the university and into the way in which we do our work, adding color and luster to our strong tradition of teaching excellence, research and scholarship, service and engagement." Within this broad framework, we agree that:
    • Our research, scholarship, and creative expression are central to our vision, and our position and status as a Research II university must be maintained and enhanced.
    • We will increasingly become engaged with our communities.
    • We will become a destination campus in Southeast Wisconsin.
    • We are committed to serving a diverse population of faculty, staff and students.
    • We must ensure that growth in the quality of teaching, learning and outreach parallels our growth in research, scholarship and creative activity.
    • Infrastructure must be supported by investing in appropriate technologies and support systems.
    • We need to generate revenues to support our mission, recognizing that quality contributes to growth, and purposeful growth contributes to quality.

  • The following Preamble summarizes the shared vision in Planning for UWM's Future:
  • In five years, UWM will increase its status as a premier Research II university.  The overall organizing principle for UWM programming begins with our identification as a research university, engaged in scholarship across the campus with our basic intellectual and creative capital.  Our foundation in scholarship provides the capacity to challenge the student learning community with paradigms of discovery and to engage the surrounding communities (city, state, world) with a robust base of scholarly expertise.  The major themes of the Milwaukee Idea will contribute to our growth in research strengths and enable a 14% increase per annum in extramural funding.

    As an urban university, we will continue our commitment to student access reflecting the diverse population of the Southeastern Wisconsin community.

    Our enrollment will grow with a balance of traditional and nontraditional students utilizing innovative instructional programs that meet the unique needs of our community.

    We will accomplish these goals by attracting a diverse, highly qualified faculty and staff with nationally competitive salaries.

GOAL:  To develop within the university's leadership community a shared understanding of - and agreement on - the issues that require long-term financial planning, the resources that are available to address these issues, and the tradeoffs that will need to be made.

  • To reach a working consensus on potential sources of funding for resource investment priorities and on the parameters of potential growth of these sources.


  • We agree that potential sources include anticipated revenue growth from:
  • an aggressive and successful biennial budget request and capital campaign,

  • growth in extramural grants and contracts, and

  • purposeful enrollment increases.
    • As we plan substantial growth across all potential revenue sources, we have in-hand a long-awaited resource of revenues achieved by meeting and exceeding our institutional enrollment targets.  We will grow and invest these resources - always for the purpose of enhancing quality, cooperation and collegiality - in enhancing the quality of teaching and learning,  supporting  scholarship, meeting instructional priorities, encouraging interdisciplinary studies, and supporting infrastructure needs.  Deans in units generating these revenues will incorporate these quality investment principles in their utilization of 80% of this tuition revenue resource, while the provost will apply the same quality investment principles to the utilization of 20%.
  • We need to reexamine the overall structure of UWM in the context of achieving our shared vision and utilizing our resources most effectively.
  • To reach a working consensus on an initial set of priorities for resource investments that are consistent with this shared vision.


  • We agree that planning for UWM's Future as a premier urban research university requires investment of both resources and creative efforts of faculty, staff and students in all of the following areas:

    • Research, scholarship, and creative activity: Faculty positions, S&E and capital, research infrastructure

    • Academic programs and new modalities of teaching and learning: Faculty and instructional staff positions, seed funds for new modalities to serve new student markets

    • Competitive salaries: Bring faculty, staff, and teaching assistant salaries to levels competitive with peer institutions

    • Diversity: Pre-college programs, faculty and staff positions for diversity hiring, program initiatives
    • Student information system enhancement: PeopleSoft Student Information System
    • Contingent needs: Capital campaign initiation, marketing, loans and grants

    • The Milwaukee Idea: Resources for the development of the First Ideas:
      • Education: Cultures and Communities, International Initiative, Partnerships for Education
      • Economy: Consortium for Economic Opportunity, Technology Center, Knowledge Fest
      • Environment: Partnerships for Environmental Health, Fresh Water Initiatives, Healthy Choices, Campus Design Solutions

  • We agree that these areas extensively overlap, such that investments in positions, seed funds, programs and infrastructure will serve multiple uses.

  • To develop an initial draft of a long-range (5-year) plan for funding major issues and initiatives that are critical to the achievement of our shared vision.


  • The planning participants engaged in long-range budget modeling for the purpose of determining overall agreement on areas critical for planned investment and for expected resource growth.   The group supports the importance of each area of investment identified for the retreat and agrees conceptually that the relative magnitudes of the ranges of investment suggested by each resource group serve as useful starting places in the formation of a long-range plan.  It is important to recognize that a great deal of discussion and analysis needs to occur before finalizing a long-range plan that includes anticipated investments.  Such analysis needs to take into account that investment figures coming out of the retreat exceed, collectively, the high range of projected resources - a projection which is built on extremely optimistic assumptions.  They also do not take into account the restricted nature of sources against specified planned uses, nor do they factor in the considerable overlap and synergies across all areas of resource investment
    Nonetheless, despite its oversimplifications and likely overstatements, the planning model that emerged from the planning retreat provides an excellent first draft which reflects the priorities of the collective Chancellor's Cabinet, Chancellor's Budget Advisory Committee, and the Academic Deans Council.

    Our first iteration of a 5-year investment strategy is described in the following graphic, which identifies the relative magnitudes of the areas of investment and the extensive overlap between these areas.

  • To identify the next steps (including issues or initiatives that require additional analysis or planning) that are necessary to complete a first iteration of the long-range plan, to develop an appropriate schedule, and to assign responsibility for completing these steps in a timely manner.


  • The Chancellor's Budget Advisory Committee will continue to advise the provost and chancellor as the long-range planning models continue to be refined.
  • The provost will present draft planning strategies for the following tasks as well as others identified for CBAC and campus review no later than Fall, 1999
    • Coordinate planning of Research Plan III, Milwaukee Commitment, EM21, etc, with ongoing Milwaukee Idea planning.

    • Plan the capital campaign

    • Plan for increasing efficiencies

    • Conduct salary analysis and design plan.

    • Formulate plans for hiring and supporting faculty and staff in clusters enhancing the research productivity, program development, and the Milwaukee Idea


GOAL:  To bring closure to certain elements of financial planning which require immediate decisions, e.g.:

  • To determine the amounts that will be reserved in the FY99-00 budget to begin implementing the long-range plan, including the Milwaukee Idea;


  • Our hypothetical model suggests a willingness to debt finance the identified areas of investment growth potential in FY 99-00.  Known investment sources include $2.5M in existing resources (PAR allocations, COF programs, restricted funds supporting the first year of PeopleSoft implementation).  We need to come to closure, after extensive assessment of the long-range models, as to the degree we are willing to debt finance additional 1999-2000 investments against future revenue growth.

  • To arrive at a decision regarding the purchase of the PeopleSoft Student Information System within the time frame offered by the UW System contract;


  • We agreed to implement PeopleSoft SIS and approved a draft financial strategy; restricted sources of draft financial plan need to be approved within appropriate committees and routes.
  • To lay the foundation for the FY00-1 annual resource planning process.


  • The first draft model serves to begin this discussion.
To start planning for a major UWM funding proposal to be included in the 2001-2003 biennial operating budget.


  • The first draft model serves to begin this discussion.