The Opportunity

The University of Wisconsin-Milwaukee (UWM) and Spelman Johnson invite inquiries, nominations, and applications for the position of chief of police. The anticipated start date is November 2021.

Founded over 60 years ago based on the belief that Milwaukee would need a great public university to become a great city, UWM has a dual research and access mission aimed at serving the diverse needs of Wisconsin’s largest metropolitan area by furthering opportunities at all levels for students who may be financially or educationally disadvantaged.

Designated an R1 research institution, UWM educates more than 26,000 students and is an engine for innovation in southeastern Wisconsin. More than one-third of its students are the first in their families to attend college, and 30 percent are students of color. It is the largest educator of veterans in Wisconsin, with more than 1,000 enrolled each year under the federal G.I. bill. The Princeton Review named UWM a 2021 Best Midwestern university based on overall academic excellence and student reviews. UWM is committed to the full inclusion of LGBTQ+ campus constituents—in 2020, Campus Pride Index named UWM as one of the Best of the Best Top 40 LGBTQ-friendly postsecondary institutions in the United States.

The Position

Role of the Chief of Police for University of Wisconsin-Milwaukee

The chief of police administers the university police department and ensures that essential law enforcement, security, and emergency services are readily available and effectively and efficiently rendered to members of the university community and users of university facilities. This position advises university leadership regarding university-wide strategies to be implemented to prevent crime and enhance the safety, security, and well-being of the university community. The chief directs the overall departmental operations with an operating budget of $3 million and the supervision of all departmental employees, including approximately 36 sworn police officers. Additionally, the chief establishes policies and procedures concerning safety and security within the context of community policing in a university environment, and the university’s priority of promoting diversity, equity, and inclusion. Ensuring that UWM Police Department administrative policies and procedures are up-to-date and incorporate best police practices, and that officers are well-trained on policies, procedures, and policing best practices are important priorities. The chief will proactively interact with members of the university community, as well as informally with neighborhood communities, to build relationships and work together on matters of mutual concern, including, but not limited to, safety, security, and crime prevention; matters of diversity, equity, and inclusion; social justice and first amendment issues; sexual assault and other sensitive crimes; emergency preparedness; and risk/threat mitigation.

History of the Position

Joseph LeMire, former chief of police, served in this role from 2015-2021 before departing to serve at another University. He provided exceptional leadership and built the department into a well-respected and highly functioning unit on campus. He laid the groundwork for excellent crisis response and was a leader for the Emergency Operations Center. Brian Switala, police lieutenant, is serving as the interim chief until a new chief is selected.

Opportunities and Challenges of the Role

The next chief of police (COP) must provide effective front and center leadership in times of crises, conflict, and other challenges facing the campus, including effectively avoiding and mitigating risk. The position is accountable for providing advice, counsel, and expertise on campus safety and emergency management issues across the University and in partnership with the community. The new COP must possess a broad and deep understanding of national best practices regarding comprehensive police operations and organizational and staff development in a dynamic campus environment. The new chief should be an experienced and visionary leader, possessing a deep understanding of current issues in 21st century policing, who can manage complex situations and staffing. The new chief should be committed to customer service at the highest level and equipped to contribute at both a strategic and operational level at a major research institution. With the ongoing national conversation around police violence and racial injustice, the new chief must be prepared to address these issues proactively and collaboratively in an honest and transparent manner, fostering an interconnected culture of civil discourse, mutual understanding, and positive engagement.

Additional challenges and opportunities for the new COP as articulated by stakeholders:

  • The new COP should possess strong abilities and expertise in law enforcement and security practices within the context of a large, public, research, and urban university.
  • The new COP will need to be a strong leader who is politically savvy and able to coordinate services and collaborations across university units and in the community.
  • The new chief will find an Emergency Operations Center that is well trained, fully operational, and effective in managing crisis through well-defined roles and the commitment of members. They will need to quickly learn the protocols and processes of this group to assume the leadership role seamlessly.
  • The new COP should be an excellent and transparent communicator with keen political acumen who intricately understands the national landscape around activism and will work with students as they return to campus with concerns around a broad range of issues.
  • The new COP will need to be a creative problem solver who is nimble and efficient in response to evolving circumstances and crisis faced by the institution.
  • The new COP will need to work to ensure that officers are visible, accessible, and interactive with the student body and other parts of the institution, consistently networking with the faculty and administration, regularly involving the campus in safety and security training and other programs, and generally providing a positive representation of the department.
  • The new chief will need to be collaborative and capable of harnessing and directing a team that works seamlessly with each other, as well as with others throughout the institution.
  • Diversity, equity, and inclusion are crucial components of the community, and the new COP should be a leader in supporting, understanding, embracing, and nurturing these concepts, both internally and externally from the department into the campus and local area. The department must be a model for maintaining a strong sense of equity and an unbiased, supportive environment.
  • The new COP will be expected to spend time attending university programs, being present with student organization leaders, interacting positively with students outside of emergency situations, and proactively reaching out to the student community at large.
  • The new chief will need a strong budgetary/financial acumen and experience with facility utilization as the department is anticipating a move of operations within the next two to four years.
  • The new chief should make it a priority to get to know the officers and other departmental staff as individuals, develop trust and confidence across the board, and ascertain and understand the various responsibilities they perform and roles they play.
  • The new COP should provide comprehensive professional development opportunities and support for all staff and oversee the ongoing promotion of a strong, cohesive team. These efforts should provide continuing emphasis on increasing officers’ knowledge and skills of best practices in higher education policing and cutting-edge trends in law enforcement, as well as promote a strategic vision for recruitment and retention of a robust and diverse work force. The new COP will work specifically to continue the development of management and leadership skills of current direct reports.
  • A Police Community Advisory Committee (PCAC) exists whose purpose is to advise on policy and issues brought to the university police. The new COP will be expected to establish a strong working relationship with this committee and continue to refine the role and contributions of this group.

Measures of Success

 At an appropriate interval after joining UWM, the items listed below will initially define success for the new Chief of Police (COP).

  • The COP will have maintained a proactive, visible, well-respected, and established leadership presence on campus and this leadership presence will have been credible, collegial, collaborative, and positively received.
  • Strong relationships, partnerships, and trust will have been established across a wide array of campus and external stakeholders.
  • The COP will have advanced the diversity, equity, and inclusion goals for the University.
  • The COP will have analyzed, contributed to, and defined plans and goals that are best practices for the department and campus moving forward.
  • The staff reporting to the COP will feel supported and valued, and be defined as a strong, highly functioning, well-regarded, and resilient team that works with synergy and shared provision of service.
  • The COP will have assessed the impact of programs and services and utilized data-driven decisions for improvements in processes and operations.
  • The COP will have forged effective partnerships with local law enforcement and other related community agencies.

Overview of the Office of the Police Department

Departmental Services

Law Enforcement and Security

Provides UWM campus patrol and safety, facility security, and personal safety escorts and advice. Conduct on University Lands is governed under UWS Chapter 18.

Investigative Services

The team of investigators are well trained and equipped to provide a thorough review and examination for a broad spectrum of situations or events. Some of this training is through the collaborative relationship with the Milwaukee Police Department. Investigative services offer a whole host of responses to include, but not limited to financial crimes, sensitive crimes, general crimes, and cold case review. The investigative services team provides coverage for the University 24 hours per day throughout the calendar year.

TEAM Policing

  • Community Policing Team
  • Sensitive Crimes Team
  • Mountain Bike Patrol Team
  • LGBTQ Liaison Team

Safety Training Information

The department offers a variety of training opportunities to students, faculty, and staff. Their goal is to provide the skills to save a life, protect a life, and to detect problems when they are seen.

Vehicle Assistance

From vehicle lockouts to dead battery jump starts, the department helps when someone is having difficulties with their vehicle. They can be reached by calling the non-emergency number and requesting vehicle assistance. The department will assist as soon as they are available.

Lost & Found

Items of value that have been turned in around campus are turned in to this office.

Leadership of the division

Robin Van Harpen, Vice Chancellor of Finance and Administrative Affairs

Robin has served as the Vice Chancellor of Finance and Administrative Affairs at the University of Wisconsin-Milwaukee (UWM) since 2012.  As the Chief Business and Financial Officer for UWM, Robin provides strategic leadership and direction to the university, as well as short and long-range planning, in all areas involving financial and administrative/infrastructure management.  Her division’s operations include finance, accounting, budget, purchasing, facilities, capital planning, sustainability, transportation, human resources, Title IX, information technology, police, legal, and shared services hubs.  Robin has also served as the co-lead for UWM’s COVID 19 Crisis Management Team, coordinating all aspects of UWM leadership’s management of this crisis since the pandemic emerged in February 2020.

Robin came to UWM as an attorney in the Office of Legal Affairs in 2001, serving as the Interim Director, then Director of the Office, and then Chief Legal Counsel, over the period from 2004 to 2012.  As the Director of the Office and the Chief Legal Counsel, Robin oversaw the management of all legal issues impacting the university and advised UWM administration on a wide variety of issues impacting the campus, including high-profile personnel issues and real estate development projects.

Prior to joining UWM, Robin was an attorney at the law firm of von Briesen & Roper, s.c., with a primary client base comprised of public school districts. Robin received her law degree cum laude from the University of Minnesota Law School, where she was a Note and Comment Editor for the Minnesota Journal of Global Trade (now the Minnesota Journal of International Law). She graduated from Northwestern University, Phi Beta Kappa, with a bachelor of arts in economics and art history.

The vice chancellor for finance and administrative affairs is the chief financial and business officer for UWM, providing leadership and direction to the University in all areas involving financial management, strategy, and infrastructure. The vice chancellor establishes policies and procedures affecting long-range institutional plans and projects and oversees the division’s operating units.

The Office of the Vice Chancellor exercises executive and administrative direction over:

Financial and selected administrative operational programs
Development and monitoring of budgets
Coordination of and planning for capital construction, repairs, and renovations
Management of land acquisitions
Operation and maintenance of facilities, grounds, and other aspects of the campus infrastructure
Development and operation of technology infrastructure and enterprise IT services
Space utilization
Research and workplace safety programs
Campus security and protective services
Legal advice and representation


Qualifications and Characteristics

The University of Wisconsin-Milwaukee is seeking a collaborative, energetic, and strategic chief of police who has a bachelor’s degree (master’s or terminal degree preferred) and a minimum of ten years of law enforcement experience, including four years of recent experience at the command level (Lieutenant or equivalent, or higher rank). The successful candidate will possess: evidence of effective leadership and management skills within a law enforcement environment including supervision, coordination, motivation, delegation, and involvement of others in decision making; effective budget management skills; demonstrated commitment to and track record of success related to diversity, equity, and inclusion; in-depth understanding of first amendment and social justice issues; experience with prevention and response to sexual violence and sensitive crimes; and familiarity with community policing, coupled with a track record of effectively infusing these critical 21st century policing values into the culture and training of their staff/department. Demonstrated ability to communicate effectively and authentically with a range of different stakeholders in a complex organization or environment, including mature listening, verbal, and written communication skills; ability to effectively communicate with external media organizations; and demonstrated ability to proactively establish positive working relationships with faculty, staff, students, and other diverse and dynamic constituencies are also required. Preferred qualifications include experience on a college or university campus.

Further qualifications as outlined in the institutional position description are as follows:

Ensure that staffing requirements are properly fulfilled, employment opportunities are maximized, and employees achieve high standards of training 

Special emphasis is placed on actively promoting diversity among sworn police officers, including efforts to recruit and retain officers of color and female officers, which are groups often underrepresented in law enforcement, and creating and maintaining an environment that is inclusive and equitable, free of harassment, discrimination, and retaliation. The new chief will demonstrate a strong commitment to developing a professional staff that provides best-of-class service to the UWM community.

 Maintain overall responsibility for department budget and expenditures

The new chief will assess and organize departmental resources regarding personnel, vehicles, communications equipment, facilities, hardware, and supplies to ensure that they are available and adequate to meet mission requirements and to deal with emergencies.

Proactively interact with members of the university community, as well as informally with neighborhood communities, to build relationships and work together on matters of mutual concern

Matters of mutual concern include, but are not limited to, safety, security, and crime prevention; matters of diversity, equity, and inclusion; social justice and first amendment issues; sexual assault and other sensitive crimes; emergency preparedness; and risk/threat mitigation. These interactions may include face-to-face and other communications with the Chancellor and Chancellor’s Cabinet, leaders of schools, colleges, and divisions, student and faculty/staff governance groups and committees. Interactions may also include partnering with Student Affairs departments such as the Dean of Students, Student Health, Housing, and neighborhood associations. In addition, the new chief will regularly participate in meetings with the newly established UWM Police Community Advisory Committee and foster police command staff and officer involvement in university activities and committees to promote engagement of the police department in the university community.

Interact with counterparts in the University of Wisconsin System and directors of other police and public safety departments of urban campuses from across the country 

The new chief will communicate with government officials outside the university system. This includes regular meetings with police chiefs, officials of federal and state law enforcement agencies and other appropriate emergency service providers in southeastern Wisconsin, as well as maintaining relationships and communications with neighboring police departments including Milwaukee and Shorewood Police Departments, in a manner that is transparent to the UWM community.

Lead support of campus development of, and training on, emergency response and continuity of operations plans in coordination with other involved campus departments

The new chief will periodically coordinate tabletop and other training on these plans and will partner with the Dean of Students Office and others on development of the Clery Act statistics and drafting of an Annual Security Report.

Be available on a 24-hour basis and develop others to substitute as the chief’s designee when unavailable

The new chief will be available to personally monitor or oversee any involvement in a major event or response to a serious threat, crime, or emergency. This includes bomb threats, hazardous incidents, civil disturbances or disruptive assemblies, major felonies, suicides, fires, and/or other potentially life-threatening situations.

Take proactive measures to reduce departmental liability in civil or criminal actions

The new chief will accomplish this by regularly conferring with the Office of Legal Affairs, Department of Human Resources, UWM Shared Services Center, Milwaukee County District Attorney’s office, City of Milwaukee Attorney’s Office, and the Office of the Vice Chancellor for Finance & Administrative Affairs.

Personally respond to directives from the Vice Chancellor’s office or the Chancellor’s office  

The new chief will respond to directives to provide special police services, such as active management of campus emergencies or crises and will complete all appropriate reports and production of data that are required and/or would be commensurate with a director-level position.

Additional capabilities and attributes identified as important by UWM stakeholders include the following:

  • understands the climate on college campuses and works to gain understanding of student needs and issues;
  • possess a demeanor that can remain calm and focused in crisis management;
  • have a high level of emotional intelligence, empathy, and concern for others, including the ability to navigate controversy with civility and respect;
  • possess a demonstrated knowledge of policy, legal issues, and crisis/emergency management;
  • be a strong collaborator who is able to work with administration, as well as faculty, staff, and students;
  • be approachable, visible, and engaged in all facets of university life;
  • be able to generate innovative solutions to complex problems;
  • be a visionary who can get in front of trends and issues related to campus safety/policing;
  • possess a communication style that builds trust, collaboration, and encourages team building;
  • demonstrate a commitment to diversity, equity, and inclusion for students, faculty and staff;
  • articulate a sophisticated understanding of current campus safety trends and best practices.

Institution & Location

Institutional Overview

Founded in 1956, the University of Wisconsin-Milwaukee provides an affordable, world-class education to 25,000 students from 83 countries. Its 15 schools and colleges include Wisconsin’s only schools of architecture, freshwater sciences, and public health. As one of the nation’s top research universities, UWM partners with leading companies in Wisconsin and beyond to advance knowledge, bring new discoveries to market and prepare students for work in a global economy. Seventy-four percent of our 198,000 alumni live and work in Wisconsin, further contributing to the state’s health, vibrancy, and economic growth.

UWM is nestled in the heart of the city’s upper east side, a residential, tree-lined community just five minutes from Bradford Beach and near a large number of great restaurants, small businesses, independent movie theaters and plenty of coffee shops.


  • Main Campus
  • Waukesha Campus
  • Washington County Campus
  • Harbor Campus
  • Downtown Campus
  • Innovation Campus

NCAA Sports

UWM is home to 15 NCAA Division 1 teams that share 146 conference championships and 64 NCAA Tournament appearances.

Campus Housing

Five residence halls located in Milwaukee’s vibrant east side house 1,989 students.


UWM’s 259,769-square-foot Klotsche Center offers group exercise classes, intramural and club sports, adventure excursions through its Outdoor Pursuits program, and more.

Outdoor Recreation

Located just blocks from Lake Michigan, UWM is home to the 11-acre Downer Woods and surrounded by more than one hundred miles of bike paths.

Student Groups

UWM has more than 280 student organizations that cover a range of topics and interests, as well as a 43-person Student Association elected by and representing students.


Students enjoy hundreds of art, music, and theater events each year. Along with student productions, UWM frequently hosts nationally and internationally known touring acts.

Vision, Mission, and Values

The University of Wisconsin-Milwaukee will be a top-tier research university that is the best place to learn and work for students, faculty, and staff, and that is a leading driver for sustainable prosperity.

It will accomplish this through a commitment to excellence, powerful ideas, community and global engagement, and collaborative partnerships.

Mission Statement

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 must provide a wide array of degree programs, a balanced program of applied and basic research, and a faculty who are active in public service. Fulfilling this mission requires the pursuit of these mutually reinforcing academic goals.

  • To develop and maintain high quality undergraduate, graduate, and continuing education programs appropriate to a major urban doctoral university.
  • To engage in a sustained research effort which will enhance and fulfill the university’s role as a doctoral institution of academic and professional excellence.
  • To continue development of a balanced array of high-quality doctoral programs in basic disciplines and professional areas.
  • To attract highly qualified students who demonstrate the potential for intellectual development, innovation, and leadership for their communities.
  • To further academic and professional opportunities at all levels for women, minority, part-time, and financially or educationally disadvantaged students.
  • To establish and maintain productive relationships with appropriate public and private organizations at the local, regional, state, national, and international levels.
  • To promote public service and research efforts directed toward meeting the social, economic, and cultural needs of the state of Wisconsin and its metropolitan areas.
  • To encourage others from institutions in the University of Wisconsin System and from other educational institutions and agencies to seek benefit from the University’s research and educational resources such as libraries, special collections, archives, museums, research facilities, and academic programs.
  • To provide educational leadership in meeting future social, cultural, and technological challenges.

Guiding Values

  • Innovation, leadership, and collaboration that fosters learning through education, scholarship and research, and public service.
  • Opportunities for open inquiry to support the positive transformation of individuals (students, faculty, and staff), institutions, and communities.
  • A caring, compassionate, and collegial community characterized by mutual respect and safety.
  • Diversity in all its definitions.
  • Ethical behavior, based on integrity, accountability, and responsibility.
  • Transparent and inclusive decision making.
  • Stewardship of resources that promote sustainability, prosperity, and equity for all in the local and global communities.
  • Pride in the institution, its unique qualities, and vital role.

Strategic Plan

Since its founding in 1956, the University of Wisconsin-Milwaukee and its students, faculty, staff, and partners have had remarkable impact in terms of research progress, community partnerships, cultural enrichment and alumni contributions. Looking forward, the University faces extraordinary challenges, including enrollment and funding declines, changing demographics, student debt loads, and questions about the role, value, and future of higher education.

To enable a strong and vibrant future, UWM developed an ambitious and comprehensive strategic plan to transform into a powerful public research university that generates lasting change.

The plan identifies four major campus goals and a set of associated strategic initiatives. It also contains a framework for making choices as opportunities and needs arise, in the context of budgetary constraints and the University’s long-term financial sustainability.

Strategic Goals

Successful Students: Graduate highly educated individuals at all degree levels, from undergraduate to doctoral

UWM will make learning accessible and affordable at every age and stage of life. As a research university, UWM will provide students from their first year through post-doctoral studies opportunities to enhance their education through research, internship, and international learning opportunities. The University will engage more students in these enriching activities, develop new programs, and improve the academic success of students with the goal of graduating students who are highly engaged and invested in the communities.

Research Excellence: Generate discoveries and scholarly outcomes that are recognized within the global research community and that have an impact on society, locally to globally

UWM’s nationally and internationally recognized research programs produce discoveries and new knowledge from UWM’s research labs, students’ real-world learning experiences, and collaborations from across the street to across the globe. The University will increase its partnerships to collaborate on the next generation of inventions, enhance undergraduate retention and completion rates by engaging them in research, and commercialize innovations via the UWM Research Foundation through collaborations and partnerships. Finally, by immersing UWM students at all levels in research activity, the University will graduate better educated and highly trained students who contribute to the prosperity of the community.

Community Engagement: Deepen the positive impact in the city and region through community and business partnerships

UWM’s 700-plus partnerships throughout the area led to its designation as one of the nation’s Top 25 “Saviors of Our Cities” universities, a ranking that recognizes academic institutions actively engaged in promoting the overall quality of life, culture, and the economy of the city and region. The University will expand on this history to deepen its engagement through community-based research, service learning, entrepreneurial opportunities, alumni engagement, Panther Athletics, and events.

Inclusive and Innovative Culture: Foster a culture that embraces innovation, creativity, and diverse perspectives within an inclusive environment for all faculty, staff, and students

UWM needs a healthy climate that attracts and retains the talented faculty, staff, and students required to achieve the three strategic goals outlined above. In alignment with the campus vision statement, UWM will be a best place to learn and work for all campus community members. The University will support innovation and creativity in research and education, value diverse perspectives and intercultural knowledge, and provide an inclusive environment for all members of the campus community.


Mark Mone, Chancellor

Mark Mone leads the largest university in southeastern Wisconsin. He was appointed chancellor of the University of Wisconsin-Milwaukee in 2014.

He has put UWM on a strategic course for student success, research growth, partnerships, entrepreneurship, and innovation while managing unprecedented challenges facing higher education. Mone spearheaded the University’s most ambitious fundraising campaign, which raised more than $251 million.

Working with key constituents across Wisconsin, Mone has expanded UWM’s innovation initiatives through the Lubar Entrepreneurship Center and strategic partnerships with business and community leaders. Under his leadership, UWM has launched the Connected Systems Institute and created the Northwestern Mutual Data Sciences Institute. He chairs the Higher Education Regional Alliance – a partnership with 18 colleges and universities plus ten economic development and community partner organizations – to increase the number of college graduates in response to the growing need for highly-skilled talent in the state. He is currently chairing the American Public and Land Grant Universities Urban Serving Universities’ Task Force on 21st Century Workforce Skills.

Mone has positioned UWM to address societal issues through strategic reinvention, research, and collaboration. He led the creation of the system-wide Freshwater Collaborative of Wisconsin, which aims to solve the world’s water challenges by preparing Wisconsin’s future workforce. The collaborative, led by UWM, connects the 13 UW System institutions through shared curricula and research. He co-founded and co-leads the M-cubed – a critical initiative of the three major public education institutions in Milwaukee that jointly serve more than 140,000 students – to close the achievement gap.

Mone has served higher education for more than 30 years as a faculty member, associate dean, and senior administrator. He has a BS in Management from Central Washington University, an MBA from Idaho State University, and a PhD in Organizational Behavior and Organization Theory from Washington State University. Previously, he was a chef, food and beverage director, and opening assistant general manager in hospitality operations.

Mone serves on the boards of The Water Council, United Way, Milwaukee Succeeds, Milwaukee Film, Midwest Energy Research Consortium, BizStarts Milwaukee, Scale Up, Milwaukee Global Health Consortium, and chairs the Horizon League Athletic Conference. He is an active member of the Greater Milwaukee Committee and Metropolitan Milwaukee Association of Commerce.

Academic Programs and Faculty

UWM offers 205 degree programs with classes taught by faculty members recognized worldwide as experts in their fields. It is also home to Wisconsin’s largest online education program, with more than 850 classes and 40 fully online certificate and degree programs. The University is home to the state’s largest collaboration of health sciences, nursing, and public health programs through its Partners for Health initiative. It also boasts one of the world’s top film programs, the state’s largest school of education and Wisconsin’s only program in American Sign Language. Other major programs include business, engineering, and information studies. The University takes pride in having programs as diverse as the students’ interests.

Schools and Colleges

  • School of Architecture & Urban Planning
  • Peck School of the Arts
  • Lubar School of Business
  • School of Continuing Education
  • School of Education
  • College of Engineering & Applied Science
  • School of Freshwater Sciences
  • College of General Studies
  • Graduate School
  • College of Health Sciences
  • School of Information Studies
  • College of Letters & Sciences
  • College of Nursing
  • Joseph J. Zilber School of Public Health
  • Helen Bader School of Social Welfare

Centers & Institutes

As one of only two doctoral degree granting public universities in Wisconsin, UWM’s Research 1 status attracts emerging and established scientists, entrepreneurs, researchers, and graduate students worldwide. Their work thrives on the campus and reaches the public, the marketplace, and industry partners through a network of clinics, centers, institutes, and laboratories.

For a full listing of UWM clinics, centers, and institutes visit

The Student Body

UWM has 24,725 students, with a gender distribution of 44% male students and 55% female students. At this school, 17% of the students live in college-owned, -operated or -affiliated housing and 83% of students live off campus. In sports, University of Wisconsin–Milwaukee is part of the NCAA I.

For more detailed information on student enrollment, visit the University of Wisconsin System interactive dashboard at

About Milwaukee, WI

Sitting on the coast of beautiful Lake Michigan and featuring 1,400 acres of beaches and lakefront parks, Milwaukee is a big, bustling city with a friendly, small town feel. It is one of the most ethnically and culturally diverse cities in the United States. The first recorded inhabitants of the Milwaukee area are the historic Menominee, Fox, Mascouten, Sauk, Potawatomi, Ojibwa, and Ho-Chunk Native American tribes. Its later history was heavily influenced by German immigrants in the 19th century and it became well known for its brewing industry.

In recent years, Milwaukee has been undergoing its largest construction boom since the 1960s. Major new additions to the city in the past two decades include the Milwaukee Riverwalk, the Wisconsin Center, American Family Field, The Hop (streetcar system), an expansion to the Milwaukee Art Museum, Milwaukee Repertory Theater, the Bradley Symphony Center, and Discovery World, as well as major renovations to the UWM Panther Arena. Fiserv Forum opened in late 2018 and hosts sporting events and concerts.

Since 1968, Milwaukee has been home to Summerfest, one of the largest music festivals in the world. The city is also home to two major professional sports teams, the Bucks and Brewers. It is home to several Fortune 500 companies, including Northwestern Mutual, WEC Energy Group, Rockwell Automation, and Harley-Davidson.

Benefits Overview

  • ALEX (your personalized benefits counselor)
  • Benefits Effective Dates and Enrollment
  • Payroll Information
  • Paid Leave (e.g. vacation, sick, holidays)
  • State Group Health Insurance
  • Dental Insurance (Uniform, Preventive and Supplemental)
  • Vision Insurance
  • Life, Accidental Death & Dismemberment (AD&D) and Accident Insurance
  • Income Continuation Insurance (ICI)
  • Flexible Spending Accounts (FSAs)
  • Health Savings Account (HSA)
  • Wisconsin Retirement System (WRS)
  • Supplemental Retirement Savings (TSA & WDC)
  • Sick Leave Credit Conversion Program
  • Other Benefits: Well-being Resources, 529 College Savings Plan, Career-Related
  • Education Reimbursement, LifeStyle Program and Long-Term Care Insurance

For more details about benefits, review the 2021 Benefits Summary:

UWM 2021 Benefits FAST

Application & Nomination

Review of applications will begin immediately and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Laura Puckett-Boler at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the University of Wisconsin-Milwaukee website at

UWM is a state agency and subject to Wisconsin’s Open Records Law. UWM will not, however, reveal the identities of applicants who request confidentiality in writing except as may be required by Wisconsin’s Open Records law. In certain circumstances, the identities of final candidates and/or the identity of the appointed applicant must be revealed upon request.

UWM is an AA/EO employer: All applicants will receive consideration for employment without regard to race, color, national origin, religion, sex, sexual orientation, gender identity/expression, disability, or protected veteran status.