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Michael R. Lovell

Creating our strategic plan
June 2012

Over the summer, we will be organizing our efforts to create a University of Wisconsin- Milwaukee strategic plan during the 2012-13 academic year. I am a big believer in the value of strategic plans. They are essential to defining who you are.

I have been involved in the creation of excel- lent plans during my career. Some examples for me have been strategic plans constructed for the Center for e-Design (a National Science Foundation-funded, multi-university initiative that I was part of at the University of Pittsburgh) and the Wisconsin Energy Research Consortium.

Indirectly, those plans had similarities to what we will be creating

here at UWM because they took a diverse group of constituents that had multifaceted interests and brought them together to determine core values, to create a shared common vision and to define a clear set of objectives.

These plans were written with the involvement and buy-in of all stakeholders in their planning processes. In a similar fashion, drawing in all campus constituencies will be a key element here at UWM.

Together, we’ll look at such foundational documents as the new vision statement created during the 2011- 12 academic year and the existing, multilayered mission statements, and use them to align the strate- gic direction we want to go.

This will be especially important in these days of dwindling traditional resources. We must newly define our priorities and consider the resource alloca-tions needed to achieve those priorities.

There is no better time than now to be embarking on this strategic planning process. UW-Milwaukee is changing faster than ever before, and a strategic plan can help us manage that change by specifically considering the kind of university we want to become and then using the strategic plan to take us in that direction.

It will be an expectation that campus units also be engaged in the strategic planning within their own department, office, school, college or division. Through this universal involvement, we can achieve campuswide buy-in and, ultimately, implementation of what is included in the strategic plan.

Regardless of whether you’re involved in the beginning of the strategic planning process in the next few months or get involved in the fall, I thank you for your continuing service to our university and hope you have an outstanding summer.


Michael R. Lovell