Conversations concerning the role of engagement, service, and university-community collaborative partnerships have been both numerous and extensive at UWM. These conversations are highly relevant given the position of UWM as an urban, metropolitan university, and the University’s mission.

The primary question addressed through this chapter is whether UWM can consider itself an engaged university. Following from this central concern, questions arise regarding the quantity and quality of engagement activities, their impact on the greater Milwaukee community and the state, on the professional lives of faculty and staff, and on students’ educational experiences. The Self-Study team also analyzed the extent to which UWM structures, policies, and processes either a) facilitate, reward, support, and recognize engagement and service, or b) impede, ignore, or fail to support these activities.

The purpose of this chapter is to describe the role of engagement and service in the life of UWM. This chapter first outlines the campus Self-Study process related to engagement and service, and then presents the outcomes and conclusions resulting from the Self-Study. The evidence reflects:

1.      The presence of organizing values and structures related to engagement and service, including mission, strategic planning, administrative structures, and resource allocation mechanism

2.      A rich and diverse group of examples of thriving engagement and service activities, programs, and partnerships involving UWM faculty, students, staff, and institutional components

3.      The high valuation of UWM by its community partners