This planning cycle occurred at a time when the University experienced financial and enrollment stresses due to state and UW System policies and budgetary decisions. In the five fiscal years from 1992-93 to 1996-97, budget cuts and rescissions totaling $7.2 million from general revenue far exceeded the $1.4 million provided for specific initiatives. Some of these cuts were due to state budget shortfalls, others were due to enrollment declines that were due to system-level mandated “enrollment management” efforts to reduce student enrollment. At the same time (1992-93 to 1994-95), a “Quality Reinvestment Program” required the reallocation of $3.4 million of salary funds to provide faculty and staff raises at the cost of reducing funding for other campus initiatives and for making new hires. The resulting declines in student enrollments (from over 25,000 in 1990 to a low of fewer than 22,000 in 1996) and faculty numbers (from a 1990 headcount of 813 to a 1999 headcount of 707) were obvious by the mid-1990s.

UWM administration recognized the significance of these changes and their implications for UWM’s future. Chancellor John Schroeder initiated strategic planning processes by appointing an ad hoc Academic Planning Committee (APC) composed of faculty, staff, and students. The Chancellor asked the APC to develop a set of strategic initiatives that reflected UWM’s urban mission. By the time of the NCA review, the APC had developed a Vision Statement and identified eleven campus goals in the areas of:

1.      Student enrollment, retention and graduation
   
   
2.      Efficiency
   
   
3.      Working and learning environment
   

Nevertheless, the 1995 NCA review team found UWM’s strategic planning efforts insufficient and required a focus visit devoted to the strategic planning process.