Wisconsin s future. A growth agenda accountability report,

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1 Investing in Wisconsin s future UW-MILWAUKEE A growth agenda accountability report,

2 Status At-A-Glance Core Strategy 1: Prepare Students Students at UWM are increasingly engaged in a variety of high impact practices with many initiatives engaging more new freshmen each year. Core Strategy 2: More Graduates UWM enrolled the most diverse student body in our history for fall UWM also enrolls the largest number of Wisconsin resident undergraduates and welcomes more transfer students of any institution within the UW System. Retention of first-time freshmen of color increased more than 13 percentage points over the last five entering cohorts. Core Strategy 3: Well-Paying Jobs Ninety percent of UW-Milwaukee graduates remain in the state, with 48% living in the Milwaukee region. Over 882 businesses received development assistance from UWM in 2011 and students enhanced their academic experience at over 700 different internship and co-op locations. Core Strategy 4: Stronger Communities Through the Institute of Service Learning thousands of student service experiences are offered. UWM enrolls increasing numbers of non-traditional degreeseeking students, veterans and senior citizens. The Life Impact Program helps break the cycle of poverty by supporting disadvantaged students with children. Core Strategy 5: Resources UWM generated over $3.6 million in in differential tuition and over $42.7 million in tuition revenue from enrollment increases over the past ten years. The Milwaukee Initiative has focused on enhancing the facilities for teaching and research at UWM including the opening for the School of Freshwater Science in December 2012, the Integrated Research Center in October 2012, the Zilber School of Public Health in the summer of 2012 and the continued work of transforming the Northwest Quadrant into a state of the art facility for teaching, learning, and student support. Core Strategy 6: Operational Excellence UWM is a leader in on-line course delivery, making courses and degrees accessible to more students. Over 6,100 undergraduates and 1,250 graduate students enrolled in at least one on-line course in fall Phase 1 of the Energy Matters program has generated a guaranteed reduction worth over $700,000 and, for the second year in a row, UWM was named to Princeton Reviews Green Colleges. Core Strategy 7: Collaborations In addition to offering collaborative degree programs, UWM faculty, staff, and students partner with local businesses and other universities to further business development, service learning, community-based research, the arts, and field work experiences.

3 Core Strategy 1 Prepare Students Ensure that students are prepared with the integrative learning skills, multicultural competencies, and practical knowledge needed to succeed in and contribute to a rapidly changing, increasingly global society. UW-Milwaukee prepares students for a global society through a variety of experiences, both as part of the curriculum and outside of the classroom. Among these experiences are the high impact practices in the table below. Student participation in these activities has been shown to contribute to gains in critical thinking, one of the fundamental outcomes of learning, as well as to gains in practical skills and in personal and social development. UW-Milwaukee National Urban High Impact Practices: First-Year Students Learning communities 11% 19%* 33%* Service learning 27% 38%* 50%* High Impact Practices: Seniors Research with faculty 15% 19%* 14% Service learning 40% 46%* 48%* Internship 44% 48%* 39%* Senior experience 26% 30%* 36%* Critical Thinking: Seniors Thinking critically 83% 86%* 86%* Application of theories 76% 81%* 79%* Analyzing ideas 82% 86%* 86%* *Significant differences from the UW-Milwaukee percentage at the 0.05 level. Note: National public 4-years and public universities in the NSSE Urban consortium. Source: 2011 National Survey of Student Engagement. Study abroad and exchange programs help students gain a basic understanding of, respect for, and appreciation of cultural differences. Of UW-Milwaukee graduates in , 8.2% studied abroad which is an increase from 7.9% five years previously. Through Access to Success, students at UWM are encouraged to participate in a variety of curricular and co-curricular high impact practices. Participation rates in these activities have consistently increased over the last several years. New Freshmen Access to Success Participation Rates, Cohorts 2005, 2009, and % - 60% - 50% % % % - 10% % 54.2% 60.6% First Year TransitionCourses 3.8% 58.1% 68.3% Mentoring 2.9% % 15.1% 19.0% 17.9% 13.1% Supplemental Instruction Tutoring 0.0% 3.9% 9.5% Learning Communtiy Starting in Fall 2008 UWM offered students the option of enrolling in Learning Living Communities (LLC) as part of their residence hall experience. Beginning with only 77 students in five LLCs, by fall 2011 participation had grown to 605 students in 17 LLCs. On the way to a goal of enrolling every new freshman in a LLC, UWM is currently working to ensure 1,000 students the opportunity in fall The most popular LLCs revolve around Business, Healthcare, and Engineering. The Honors Program at UWM has focused on encouraging greater participation and recruitment of new freshmen increasing from 135 students in fall 2005 to 195 students in fall UWM encourages undergraduates to engage in research through the Office of Undergraduate Research. In , 446 students participated in faculty-directed research activity at UWM, a figure that does not include those who engage in research independently even while under the supervision of a faculty member. In the continuing effort to integrate Essential Learning Outcomes into all facets of the student s experience, 91% of undergraduate programs have documented their learning outcomes in WEAVEonline. Doing so allows programs to map assessment plans to curriculum and other student experiences. 3

4 Core Strategy 2 More Graduates Increase the number of Wisconsin graduates and expand educational opportunities through improving access and increasing retention and graduation rates. Providing access for new students and increasing their rates of success are key to producing more degree holders. The More Graduates initiative includes specific enrollment plans for UW-Milwaukee. UW-Milwaukee Total Headcount Enrollment Fall Semester Students Enrolled # % # % # % African American 1,859 7% 2,173 7% 2,271 8% American Indian 225 1% 141 0% 133 0% Southeast Asian 550 2% 731 2% 802 3% Other Asian American 650 2% 725 2% 731 2% Hawaiian/Pacific Is.* 11 0% 19 0% Hispanic/Latino(a) 1,054 4% 1,683 6% 1,689 6% Two or More Races* 596 2% 667 2% White 22,709 80% 23,403 77% 22,320 75% Unknown 554 2% 90 0% 79 0% International 708 3% 917 3% 1,015 3% URM 1 3,688 13% 5,185 17% 5,410 18% Transfer Students 1,616 1,606 1,614 Total Headcount 28,309 30,470 29,726 More Graduates Plan 31,510 32,467 1 Underrepresented minority (URM) students include all who indicate African American, American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *New race/ethnicity categories were implemented in Success and progress rates in the chart below show the percent of students who graduate with a bachelor s degree, or are still enrolled, within four and six years of entering UW-Milwaukee. Success and Progress Rate for UW-Milwaukee, Fall 2005 Cohort 4 Years Later 6 Years Later 4 Years Later 6 Years Later First Time Full-Time Students Full-Time Transfer Students 74% 79% 82% 79% Graduated from UW-Milwaukee Graduated at Another Institution Still Enrolled at UW-Milwaukee Still Enrolled at Another Institution Source: Voluntary System of Accountability, College Portrait ( Degrees conferred at UW-Milwaukee in totaled 5,268, an increase over and 654 more compared to five years earlier. UW-Milwaukee conferred 3,701 undergraduate degrees in , fewer than More Graduates plans. UWM enrolled the most diverse student body in our history in fall 2011 with a total of 29,726 students, 21.2% of which are students of color. Further 23.2% of our new freshmen are under-represented minorities. UWM enrolls the largest number of Wisconsin resident undergraduates (23,105) and welcomes more transfer students (2,532, or 16.8% of all undergraduate new transfer students in ) of any institution within the UW System. At UWM, retention of first-time underrepresented students of color increased over 13 percentage points for the last six entering cohorts. The gap between underrepresented students and majority students has closed to within less than 1%. Overall retention of 2010 new full-time freshmen is 1.3 percentage points higher compared to the 2005 cohort. For all fall 2010 freshmen, the one year retention rate for those who participated in voluntary Access to Success activities was 72% compared to 52% for those who did not participate in voluntary Access to Success activities. UWM confers proportionately more degrees to students of color than its overall share of total degrees within the UW System. UWM Degrees Conferred as a Percent of UW System 10 Year Average to Bachelor Masters Ph.D. African American 37% 46% 34% American Indian 16% 25% 16% Asian American 16% 24% 11% Hispanic/Latino 25% 36% 9% International 9% 19% 12% White/Unknown 13% 22% 12% Multi-Ethnic 12% 8% S.E. Asian 22% 28% 15% Total 14% 23% 12% UWM increasingly offers opportunities through distance education. Distance Education Online Only Course Offerings Enrollments All Students 5,170 22,087 25,542 While UWM students applying for financial aid for 2011 received $221.3 million in Federal aid, there remained $115 million in unmet need. UWM Students Accepting Student Financial Aid # 17,509 18,502 19,068 20,066 21,117 23,035 23,383 % 64% 66% 67% 68% 72% 76% 80% 4

5 Core Strategy 2 More Graduates Closing the Achievement Gap Reduce the Achievement Gap by half by 2015 among underrepresented minorities, lower income students, and for all races/ethnicities. Retention and Graduation Rates Each UW institution has the goal of raising retention and graduation rates for all students, and closing the achievement gap among underrepresented minorities (URM) and lower income students. Improving the success rate of all student groups is important to the plans of the More Graduates initiative. UW-Milwaukee New Freshmen Entering Full Time 2nd Year Retention Rate at Institution Where Started 2000 Fall Cohort 2010 Fall Cohort # % # % African American % % American Indian 32 63% 12 83% Southeast Asian 68 76% % Other Asian American 57 75% 72 71% Hawaiian/Pacific Is. 1 5 * Hispanic/Latino(a) % % Two or More Races % White 2,287 75% 2,737 71% Unknown 20 75% 6 * International 15 87% 48 81% URM % % Pell Recipients % 1,368 70% Total New Freshmen 2,815 74% 3,731 70% More Graduates Plan 75% 1 New race/ethnicity categories were implemented in Underrepresented minority (URM) students include all who indicate African American, American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *Five or fewer students were retained or graduated. Accomplishing the More Graduates initiative means increasing graduation rates for students of all races/ethnicities. UW-Milwaukee New Freshmen Entering Full Time 6 Year Graduation Rate at Institution Where Started 2000 Fall Cohort 2005 Fall Cohort # % # % African American % % American Indian 32 19% 37 24% Southeast Asian 68 32% % Other Asian American 57 42% 75 39% Hispanic/Latino(a) % % White 2,287 46% 3,456 44% Unknown 20 40% 62 45% International 15 * 13 * URM % % Pell Recipients % % Total New Freshmen 2,815 42% 4,218 40% More Graduates Plan 43% 1 Underrepresented minority (URM) students include all who indicate African American, American Indian, Hispanic/Latino(a), or Southeast Asian alone or in combination with other races/ethnicities. *Five or fewer students were retained or graduated. Status of the Achievement Gap The UW System has the goal of reducing the Achievement Gap by half compared to the baseline cohorts (1998 to 2000 combined) among underrepresented minorities (URM) and lower income students, and for all races/ethnicities by Closing the Achievement Gap in Retention Rates at UW-Milwaukee Baseline Fall 2010 Baseline Fall 2010 Closing the Achievement Gap in Graduation Rates at UW-Milwaukee Baseline Fall 2005 Baseline Fall % 40% 60% 80% URM Non-URM Pell Non-Pell % 20% 30% 40% 50% URM Non-URM Pell Non-Pell Gap: 10% 2015 Goal: 5% Gap: 2% Status: In Progress Gap: 7% 2015 Goal: 3% Gap: 1% Status: In Progress Gap: 21% 2015 Goal: 10% Gap: 22% Status: In Progress Gap: 13% 2015 Goal: 6% Gap: 15% Status: In Progress 5

6 Core Strategy 3 Well-Paying Jobs Increase the creation of well-paying jobs by expanding the university research enterprise while linking academic programs to entrepreneurship and business development. Part of UW-Milwaukee s mission is to create new knowledge and prepare students to use that knowledge in the workforce. Research leads to the development of new industries and creates well-paying jobs in Wisconsin. Federal and privately funded research expenditures at UW-Milwaukee were $32 million in fiscal year 2011 (FY11), the same as in FY10. Degrees in high-need and leading-edge fields are important to meet the demand for workers in fast-growing occupations, such as in science, technology, engineering, and mathematics (STEM) and health fields. In , UW-Milwaukee conferred 621 STEM degrees, an increase from five years ago, and 547 degrees in health fields, an increase from five years ago. UW-Milwaukee s graduates contribute to Wisconsin s economy through higher levels of discretionary spending and by paying higher taxes. The difference in earnings between college and high school graduates is $21,000 on average. Overall, 90% of UW- Milwaukee graduates remained in the state, with 48% living in the Milwaukee region. 92% of Wisconsin residents who graduated from UW-Milwaukee remained in the state. UWM is more than half way to the goal of $100 million dollars in extramural expenditures annually. Extramural Annual Expenditures ($Millions) 80 $70 - $60 - $50 - $40 - $30 - $24.1 $20 - $9.8 $10-0 $61.8 $ /99 99/00 00/01 01/02 02/03 03/04 04/05 05/06 06/07 07/08 08/09 09/10 10/11 Fund 133/144 Fund The UWM Office of Technology Transfer has logged over 196 invention disclosures for the last five fiscal years. To date, the UWM Research Foundation coordinated the filing of 64 provisional patent applications, 28 U.S. Utility Applications and 12 Patent Cooperation Treaty applications and executed 16 license and option agreements. Over 882 businesses received development assistance during The UWM Employment Survey contacts UWM graduates to learn more about their post UWM careers. For the class of 2010, 77% reported full or part-time employment and 11% reported engaging in graduate/professional school six to nine months after graduation. Internships and Co-op opportunities: While enrolled at UWM, students engage with local businesses and organizations in a variety of ways to enhance their learning experiences including over 700 different internship and co-op placement locations. Many take the opportunity to enroll in courses that foster internship experience. UWM Students Earning Credit for Internship Experiences Undergraduate Graduate

7 Core Strategy 4 Stronger Communities In partnership with communities, address Wisconsin s greatest challenges and priorities through intensified engagement, research, and learning. UW-Milwaukee has a positive impact on communities both by cultivating civic participation in students and through a variety of engagement efforts developed in partnership with communities. Encouraging students civic participation yields immediate benefits to communities while students are enrolled and builds a foundation for lifelong civic involvement of graduates. Participation by Seniors, 2011 Community service or volunteer work Community-based course project or service learning project Voting in local, state, or national elections UW- Milwaukee National Urban 53% 59%* 49%* 40% 46%* 48%* 33% 33% 25%* *Significant differences from the UW-Milwaukee percentage at the 0.05 level. Note: National public 4-years and public universities in the NSSE Urban consortium. Source: 2011 National Survey of Student Engagement (NSSE). One of many ways UW-Milwaukee is active in community outreach and engagement is by offering non-credit courses for professional development and personal enrichment. In fiscal year 2011, the total of non-credit continuing education course enrollments for UW-Milwaukee was 12,666. Since 1999, the Institute for Service Learning and its faculty partners have offered thousands of students service experiences that enrich academics, build critical thinking skills, and foster a sense of civic responsibility. Service Learning at UW-Milwaukee Course Sections Instructors Community Partners Enrollment 1,555 1,616 1,470 Hours Completed 15,890 22,677 19,823 UWM s School of Continuing Education s Small Business Development Center (SBDC), whose primary function is to provide educational services for small and medium businesses in southeastern Wisconsin, provided almost 1,500 one-on-one business counseling hours to over 35 clients in The SBDC also offered over 2,300 hours of training to 165 participants interested in starting a business, provided more than 160 participants from existing businesses over 400 hours of training in business skills such as social media, online marketing, networking, legal issues, etc., and introduced several new classes to meet the needs of small business today such as Twitter in Enrollment of non-traditional students aged 25+ has increased almost 20% from 2007 to 2011 from 4,557 to 5,445. Veteran enrollment at UWM has increased 60% from fall 2007 to fall 2011 going from 641 to 1,024 students compared to only 27% systemwide. The enrollment in the Over 60 Audit program, which allows seniors in the Milwaukee community to attend classes for free, has increased from 300 students in fall 2007 to 353 in fall The Life Impact Program, which is dedicated to breaking the cycle of poverty by supporting disadvantaged students with children, is funded through a generous donation from the Jane Bradley Pettit Foundation and provides $5,000 renewable scholarships as well as academic, professional and personal support to disadvantaged parents in their efforts to attain higher education. Participants also receive laptop computers courtesy of Great Lakes Higher Education Guaranty Corporation. As of summer 2011, 118 students with 153 children have participated. The program boasts a combined retention/graduation rate of 86.4%. Of the program graduates, 97% report employment or the pursuit of an advanced degree within 6-9 months of graduation. 7

8 Core Strategy 5 Resources Balance, diversify, and grow the university s financial resources and facilities while developing its human talent The resources of people, money, and facilities are what enable UW- Milwaukee to fulfill its mission to students and the people of Wisconsin. Diversity of faculty and staff is an indicator of UW Milwaukee s efforts to develop its human resources. Faculty and staff diversity provides richer exchanges of ideas in the classroom, broader lines of inquiry in research, and a more welcoming climate for students from underrepresented groups. In fall 2011, 18.0% of UW- Milwaukee faculty and staff were of color, or 901 out of 4, UW-milwaukee Faculty and Staff of Color by Employment Category, Fall % 12.7% 17.9% 19.4% 25.5% 18.0% Faculty IAS Non-IAS Admin. Classified Grad. Assist. Total African American Asian American Hawaiian/Pacific Is. American Indian Hispanic/Latino(a) Two or More Races IAS=Instructional Academic Staff UW-Milwaukee relies on revenue from a variety of sources to fulfill its mission. Revenue from all sources increased from $366 million in fiscal year 2006 (FY06) to $504 million in FY11. Revenue from gifts, grants, and contracts increased from 14% of total revenue in FY06 to 20% in FY11. The Milwaukee Initiative is focused on enhancing the facilities for teaching and research at UWM. The School of Freshwater Science will open in December 2012 and will enhance research and partnership activities. The Kenwood Integrated Research Center building, designed specifically to enable interdisciplinary research programs, is slated to open in October Space within the Northwest Quadrant (NWQ) 9.3% provides UWM with the opportunity to build state of the art facilities for teaching, learning and student support with general campus access. The Honor s House has taken up residence within the NWQ. The Zilber School of Public Health, is scheduled to occupy the previously known as Pabst building in downtown Milwaukee in the summer of Classroom & Lecture Hall Utilization - Fall % of rooms used more than 30 hrs/wk 88% 91% 91% 90% 92% 92% Average hours/week rooms used Differential tuition totaled more than $3.6 million in , funding student support initiatives. Differential Tuition Revenue Academic Year Amount $1,162, $3,001, $3,223, $3,451, $3,591, $3,625,400 Tuition Revenue from Enrollment Increases over the past 10 years has generated over $42.7 mil. Annual Increases in Tuition Revenue from Enrollment Increases(w/o tuition rate increases) $16,133, $3,773, $8,433, $3,179, $10,285, $971, Year Total $42,775,934 Fundraising: UWM raised nearly $26 million in outright gifts, pledges, and in-kind support during the fiscal year ending June 30, 2011, including seven gifts of $1 million or more. This total represents a 14% increase over FY10 s total. UW-Milwaukee Fundraising Progress ($ Millions) $40 - $30 - $20 - $10-0 $18.8 $20.5 $31.4 $26.2 $38.7 $15.4 $22.6 $

9 Core Strategy 6 Operational Excellence Advance operational excellence by becoming more flexible, responsive, and cost efficient. UW-Milwaukee makes efficient use of its human, financial, and physical resources in a variety of ways. By encouraging progress toward degree completion, UW-Milwaukee helps ensure efficient use of students personal and financial resources and provides space for new students. Credits taken prior to graduation, an indicator of educational resources used by UW- Milwaukee students, are currently below the levels in , when the goal to reduce credits to the bachelor s degree was adopted. Average Credits Taken by UW-milwaukee Bachelor s Degree Recipients /94 00/01 02/03 04/05 06/07 08/09 09/10 Keeping administrative spending low allows UW-Milwaukee to concentrate resources on instruction and other student-related activities. Administrative spending at UW-Milwaukee was 35% of the national average in FY09, the most recent year of available national data. This means UW-Milwaukee spent $45 million less on institutional support compared to spending at the national average. Reducing energy usage is a goal for UW-Milwaukee and all state agencies. At UW-Milwaukee, energy usage in fiscal year 2010 (FY10) was 2.8% above the amount in FY05, the baseline year for state agencies. On-line course delivery is making courses and degrees accessible to students across the world as well as working students in SE Wisconsin. Fall 2008 Fall 2011 Percentage Change Students in Blended and Online Courses Undergraduate Graduate Total At least one blended ,089 At least one online 3, ,844 At least one blended 1, ,855 At least one online 6,144 1,254 7,398 At least one blended 79% 35% 70% At least one online 104% 51% 92% Graduating seniors at UWM consistently voice satisfaction with their college experience. Over 88% of the spring 2011 graduating seniors would choose UWM again. Over 14% of UWM students of color and over 13% of white degree recipients pursue a graduate degree within the UW System within three years of completing their bachelor s degree. Concerted sustainability efforts have resulted in UW-Milwaukee being named to the Princeton s Review Green Colleges list for the second year in a row. Highlights of the last year s sustainability projects at UWM include the continuation of Phase 2 and 3 in the Energy Matters program which aims to reduce energy use on campus by 25% by The anticipated savings from Phase 1 is more than $700,000 per year at current energy costs and the installation of the 6th green roof at UWM, was completed in the fall of The green roofs are part of the storm water management plan. UW-Milwaukee is administratively lean. Of the 198 universities studied by the Goldwater Institute in their examination of administrative bloat at American universities, UW-Milwaukee had the 12th least spending per student, $13,007 annually compared to a national average of $41,337 and the 14th lowest ratio of administrative staff per student, 3.6 full-time administrators per 100 students compared to a national average of 9.4. The pilot implementation of MAP-Works, which detects students in need and at risk of not being retained, allowed UWM advisors, mentors, residence hall staff, and campus resource offices to reach out and address both academic and social issues early in a student s career. Those students who actively participated in the pilot of Map-Works in the academic year had a.4 higher GPA compared to those who did not. 9

10 Core Strategy 7 Collaborations Further leverage UW System s strengths and impact through collaborations among the campuses and with other Wisconsin partners. UW-Milwaukee s collaborations and partnerships with other UW institutions, other education sectors, businesses, community organizations, and governmental agencies allow it to have greater impact than by acting alone. UW-Milwaukee increases student access through collaborative degree programs, which are offered at multiple locations, integrate courses from different institutions, or both. UW-Milwaukee is a partner in 15 of these formal arrangements, listed below. Collaborative Degree Program MS in Administrative Leadership BS in Nursing Dual Degree - BS in Physics, BS in Engineering BS in Nursing (Collaborative Program) Doctor of Physical Therapy PhD Art History/PhD Architecture Partnership PhD in Medical Informatics Dual Degree - BS in Physics, BS in Engineering BA in Psychology, BA in Sociology, BA in Political Science, BA in Art History and Criticism, BA in Communications, BA in History, BS in Community Education, BS in Information Resources Partner Institutions GBY, PKS PKS LAC, WTW EAU, GBY, MSN, OSH LAC MSN Medical College of Wisconsin PLT, Carroll University (Waukesha, WI) Madison Area Technical College, Milwaukee Area Technical College, Nicolet Area Technical College 2+2 in School of Social Welfare UW-Waukesha 2+2 in School of Engineering UW-Waukesha BA in Communication UW Colleges* BS in Information Resources UW Colleges* BS in Nursing UW-Washington Co. BA in Psychology, BA in Sociology, BA in Political Science, BA in Art History and Criticism, BA in UW Colleges* History, BS in Community Education * UW Colleges- includes Baraboo, Barron Co., Fond du Lac, Manitowoc, Marinette, Richland, Rock Co., Sheboygan, Washington Co., Waukesha UW-Milwaukee has a variety of other partnerships in academic and non-academic areas including: 676 reported connections with organizations at which UW students and/or staff volunteered, engaged in servicelearning, or engaged in community-based research during the academic year. 216 reported connections with organizations that partnered with UWM to offer cultural or arts events during the academic year. 639 reported connections with businesses or organizations that hosted UW students in clinical, legal or social work placements during the academic year. UWM offers the opportunity to complete a bachelor s degree via on-line courses through the College Connection program. The College of Letters & Science offers on-line bachelor s degrees to students at Wisconsin two-year colleges. UWM College of Letters and Sciences College Connections Locations and Students Served Location Fall 2008 Fall 2009 Fall 2010 Fall 2011 Waukesha Sheboygan Washington Baraboo MATC Madison Rock Manitowoc Fond du Lac Richland Marinette MATC Milwaukee Nicolet Barron Fox Valley Marshfield Marathon County Total

11 UW-milwaukee To fulfill its mission as a major urban doctoral university and to meet the diverse needs of Wisconsin s largest metropolitan area, the University of Wisconsin Milwaukee provides a wide array of degree programs, a balanced program of applied and basic research, and a faculty who are active in public service. This report illustrates UW-Milwaukee s contributions to the UW System s Growth Agenda for Wisconsin. Progress is reported within the seven core strategies of the UW System s Strategic Framework (above). Each core strategy includes one or more indicators of progress that are common among UW institutions, supplemented with additional information reflecting activities and outcomes of particular relevance to UW-Milwaukee. For similar information on the UW System as a whole, as well as links to additional resources and technical notes, see the systemwide Investing in Wisconsin s Future report: 11

12 uw-milwaukee UW-MILWAUKEE The Accountability Report can be found at

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