{"id":1082,"date":"2024-03-05T11:38:43","date_gmt":"2024-03-05T17:38:43","guid":{"rendered":"https:\/\/uwm.edu\/2030-action-plan\/?page_id=1082"},"modified":"2025-03-04T12:13:33","modified_gmt":"2025-03-04T18:13:33","slug":"history","status":"publish","type":"page","link":"https:\/\/uwm.edu\/2030-action-plan\/about\/history\/","title":{"rendered":"History"},"content":{"rendered":"\n
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Chancellor Mark Mone established the\u202f2030+ Think Tank<\/strong>\u202fin Fall 2019 as a supplement to our strategic direction efforts examining how 51ÁÔÆæ can position itself for success in the year 2030 and beyond. The Think Tank included cross-campus representatives and examined 51ÁÔÆæ\u2019s challenges and opportunities for the future. The group issued its recommendations in Spring 2020. These recommendations included four priority actions:  <\/p>\n\n\n\n

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  1. Revise the undergraduate student experience and develop core competencies that make a 51ÁÔÆæ education distinctive.<\/li>\n\n\n\n
  2. Make 51ÁÔÆæ radically welcoming and engaging for all.<\/li>\n\n\n\n
  3. Review our school\/college organizational structure and program array.<\/li>\n\n\n\n
  4. Advance research excellence. <\/li>\n<\/ol>\n\n\n\n

    In Fall 2020, Chancellor Mark Mone and Provost Johannes Britz charged the\u202f2030 Implementation Team (PDF)<\/a>\u202fto\u202fdevelop specific action steps (PDF)<\/a>\u202ffor each of the four prioritized recommendations developed by the 2030+ Think Tank.  <\/p>\n\n\n\n

    Work groups were formed (PDF)<\/a>\u202fwith opportunity for engagement from governance, faculty, staff, students, schools, colleges, divisions and other groups in the 51ÁÔÆæ community. <\/p>\n\n\n\n

    After work began in October 2020, campus updates were shared in\u202fearly November<\/a>\u202fand\u202flate November<\/a>,\u202fDecember<\/a>\u202fand\u202fJanuary<\/a>. <\/p>\n\n\n\n

    A\u202ffull report (PDF)<\/a>, including a\u202fcover letter from Chancellor Mone<\/a>, was presented to the campus in March 2021. <\/p>\n\n\n\n

    Based on the Implementation Team recommendations, the 2030 Action Team pursued eight goals over the past two academic years (2021 to 2023) organized in eight teams: <\/p>\n\n\n\n

    \u2022 Becoming a Student-Centric University and Moon Shot for Equity 
    \u2022 Revising the Curriculum 
    \u2022 Increasing Inclusion and Diversity 
    \u2022 Aligning and Engaging our Workforce 
    \u2022 Reassessing Unit Alignment 
    \u2022 Redesigning the Research Infrastructure 
    \u2022 Updating the Budget Model 
    \u2022 Growing the 51ÁÔÆæ Foundation Endowment <\/p>\n\n\n\n

    2030 Action Team co-leads facilitated coordination among the eight teams. Leadership appointments for the 2030 Action Team\u202fwere announced in May 2021<\/a>. <\/p>\n\n\n\n

    In October 2023, a\u202freport (PDF)<\/a>\u202fwas completed that summarizes work accomplished over the past two academic years (2021-2023) and offers recommendations for the next phase of the 2030 Action Plan. These recommendations were incorporated into the 2030 Action Plan refresh in Spring 2024.  <\/p>\n\n\n\n

    This refresh includes redirecting the original eight action teams toward four broader pillars or commitments that reinforce 51ÁÔÆæ\u2019s mission and vision. Doing so strengthens 51ÁÔÆæ\u2019s strategic framework while also providing a clearer roadmap toward the chancellor\u2019s strategic directions. <\/p>\n\n\n\n

    <\/div>\n\n\n\n
    \nView Commitments<\/a>\n<\/div>\n\n\n\n

    Team Transition Table<\/h2>\n\n\n\n

    The incorporation of the work done by the previous eight implementation teams into the work of the current four Action Plan commitments is illustrated in the chart below. The eight implementation teams were active during academic years 2021-22 and 2022-23. <\/p>\n\n\n\n

    2030 <\/strong>Refresh Commitments (AY 2023-2024<\/strong>) <\/th>2030 Action Team and Goal (AY 2021-2023)<\/th><\/tr><\/thead>
    Commitment to Students\u2019 Academic and Personal Journey<\/strong><\/td>Becoming a Student-Centric University and Moon Shot for Equity:<\/strong> 
    Provide student-centered services and supports that result in student success in the form of retention and graduation for all students. 

    Revising the Curriculum:<\/strong> 
    Offer a core curriculum that is focused on student needs, features the development of lifetime skills and abilities, and reduces the time needed to complete a degree.<\/td><\/tr>
    Commitment to a Positive Employee Experience <\/strong><\/td>Aligning and Engaging our Workforce: <\/strong>Make cultural and policy changes to aid in the advancement, career success and other supports for 51ÁÔÆæ employees.

    Increasing Inclusion and Diversity:<\/strong> 
    Commit to 51ÁÔÆæ being an institution in which diversity, equity and inclusion penetrate our culture and inform campuswide actions. 

    Reassessing Unit Alignment:<\/strong> 
    Reduce the number and composition of college-level units. 
    <\/span><\/span><\/td><\/tr>
    Commitment to Research, Innovation & Community Impact <\/strong><\/td>Redesigning the Research Infrastructure:<\/strong> 
    Change our research infrastructure to support the shifting needs of investigators across 51ÁÔÆæ.<\/td><\/tr>
    Commitment to Fiscal Sustainability & Economically Anchoring Southeastern Wisconsin <\/strong><\/td>Growing the 51ÁÔÆæ Foundation Endowment:<\/strong> Grow the endowment to $500 million to enable priorities.

    Updating the Budget Model:<\/strong> 
    Develop budget model adjustments that preserve unit incentives and accommodate institutional change. <\/td><\/tr><\/tbody><\/table><\/figure>\n\n\n\n

    Timeline<\/h2>\n\n\n\n

    2019-2020<\/h3>\n\n\n\n