1. All University Staff Meeting
November 16, 2018
Chancellor Mark A. Mone

2. Overview UWM’s strategic objectives Strategic partnerships
UWM budget outlook
UWS Title and Total Compensation project
Questions and answers

3. Strategic Objectives Student success Research excellence
Community engagement and talent pipeline
People as a platform
Branding, image and visibility
Student success (enrollments, retention/graduation & student/alumni placement)
Research excellence Critical status & prestige driver, have been some challenges w/ budgetary constraints, faculty retention & other campus’ investments
Community engagement & talent pipeline—long engaged in this region’s business, health, education, arts & social community issues (e.g., Carnegie Engaged University & APLU’s IEP recognition): UWM is evolving significantly
People as a platform—our greatest asset is our hard working & talented F/S
Branding, image & visibility

4. Supporting Our Objectives
$4.1M – Scholarships offered; 35% increase from 2014
1,884 – Students offered scholarships; 79% increase
289 – Salaries supported*; 55% increase
$214.6M+ raised (As of 11/9/18)
More donors and many more NEW donors
Employee & retiree giving up by 38% in FY17; and 4.4% increase in participation
Endowments will continue to grow
Seeing a positive, upward trend
More & larger scholarships to more students
$4,112, Foundation & trust-based scholarships (35% increase over 2014 level) …
… awarded to 1,884 students in FY18 (79% increase)
More salaries supported year over year – 186 two years ago to 289 last year (55% increase) (186 in FY16; 230 in FY17; and 289 in FY18)
THIS is why the campaign matters
ACTIVE AND RETIRED UWM EMPLOYEE GIVING:
FY18: $931,954* (38.4% increase over FY17)
FY18 participation rate: 11.31% (4.4% increase)
*FY18 by headcount

5. Strengthening UWM Importance of building image / visibility
Brand ambassadors
Budget advocacy

6. Strategic Partnerships
Multiple schools/colleges
Student-centric
Multiple schools/colleges
Student-centric
Innovative revenue streams
Bold thinking
Innovative revenue streams
Bold thinking

7. New & Emerging Strategic Partnerships
Lubar Entrepreneurship Center
Northwestern Mutual Data Science Institute
Connected Systems Institute
M³ (M-Cubed)
Higher Education Regional Alliance
Freshwater University
Digital Education Service Center
Strategic partnerships are giving us momentum. Feature bold thinking; new revenue streams, structures & ways of operating; and create opportunities for our students, F/S & communities
Important themes that cut through this collaborative work:
A focus on equity for all in our region
lifelong learning skills; not just being prepared for today’s jobs
education that is grounded in humanities, social sciences & arts
Innovation & creativity that will foster prosperity
NEW:
LEC: new facility opening in 2019; existing interdisciplinary & collaborative instruction & programs
NM Data Science Institute: partnership with NM & MU; curricular & research development
CSI: digital connections; growing IoT (smart homes, industrial automation); partnering w/ RA, Microsoft, ANSYS, WEDC & others
M³: UWM, MPS & MATC partner to increase retention, grad rates & career success of students; prepared workforce/strong economy
HERA: first of its kind partnership among IHEs in SE WI to leverage resources & coordinate efforts to expand an educated, innovative, nimble talent system to meet workforce needs
EMERGING:
FWU: harnessing UWM SFS & UWS curriculum & research intellect to attract & retain water talent & business
DeSC: In talks with Business Roundtable and Business & Higher Ed Forum to create a new business model for Fortune 250 firms — on-line, accessible platform for certificates, badges, real-time, on-line education where & as needed

8. UWM Budget Snapshot and Future
Context and where we are
Mid-term election impact – Governor, Regents
FY19 budget – expecting continued improvement
Current financials
Institutional balanced budget in FY18
Efficiency and effectiveness
Transitioning to new budget model
Integrated Support Services
biennial budget process underway
Operational budget – BOR asking for increase
Capital budget – FY21 request is favorable

9. UWS Title and Total Compensation
Market- informed title and salaries
Supplemental benefit review, valuation and analysis
Modernized and sustainable title and total compensation structure
2 Goals & 1 Outcome

10. TTC Project Timeline Begin 2017 2018 2019
Market Matching of Job Titles
Title Structure Job Framework
Job Description Development and Vetting
Build Compensation Structure
We are here
Communication and Change Management
Progress is being made
What’s next?
Employee benefits preference survey – Nov. 28 – Dec. 14, 2018
Status update meetings from HR at UW institutions
Job description review by employees & supervisors

11. All University Staff Meeting
Questions & Answers
All University Staff Meeting
November 16, 2018