Strategic Planning Process at UMass Boston

1. Strategic Planning Process at UMass Boston Vision 2025: Charting a Course for the Future March 28, 2011

2. Strategic Planning Process: Phase I • Spring 2010: Chancellor Motley convened Strategic Planning Task Force chaired by Provost Langley • Task Force crafted a Strategic Vision for university development through 2025 • Task Force crafted revised Statement of Mission and Values to help guide strategic planning process • Sub-committees in nine areas compiled recommendations for consideration in the strategic plan • Campus Executive Leadership Team reviewed reports and identified five priority themes in summer 2010

3. UMass Boston: Vision 2025 Bold vision for the future to enhance the stature, research enterprise, and reach of the university Grow enrollment, academic excellence, reputation, and global engagement Maintain our traditional commitment to teaching and deep community engagement Strategic plan to achieve this vision focuses on five priorities: Advance student success and development Enrich and expand academic programs and research Improve the learning, teaching, and working environment Establish a financial resources model consistent with the university's vision statement Develop an infrastructure supportive of the preceding goals

4. Strategic Planning Process: Phase II Fall 2010 Provost Langley initiated the creation of a Strategic Planning Implementation Design Committee (IDT) chaired by Dean Crosby Workgroups formed to develop action items to advance strategic goals IDT and workgroups meet on a bi-weekly basis Workgroups charged with issuing recommendation reports by March 31 IDT charged with recommending strategic plan and implementation plan in June 2011

5. Implementation Design Team Stephen Crosby, Dean, McCormack Graduate School (Chair) Anne Agee, Vice Provost for Information Technology Kristine Alster, Associate Provost Joan Becker, Vice Provost for Academic Support Services Albert Chen, Student Patrick Day, Vice Chancellor for Student Affairs Greer Glazer, Dean, College of Nursing and Health Sciences John Hess, Senior Lecturer, Department of English Katherine Hope, Assistant Vice Chancellor, A&F Duane Jackson, Special Assistant to the Chancellor Varda Konstam, Professor of Counseling and School Psychology, and Chair, Faculty Council Executive Committee Reyes Coll-Tellechea, Associate Professor of Hispanic Studies and Vice Chair and Secretary of Faculty Council Executive Committee DeWayne Lehman, Director of Communications Joan Liem, Dean of Graduate Studies Peter Langer, Associate Provost for Assessment and Planning Martin Quitt, Retired Professor of History Philip Quaglieri, Dean, College of Management Kathleen Teehan, Vice Chancellor for Enrollment Management Zong-Guo Xia, Vice Provost for Research and Strategic Initiatives

6. Implementation Design Team: Guiding Principles Be upfront and face boldly and honestly the substantial challenges raised by Vision 2025 Engage in candid, open discussions about the issues Provide frank insights on the challenges we are wrestling with Understand and face head-on the skepticism and cynicism that accompany this process Nevertheless, remain committed to leading this process forward

7. Implementation Design Team: Challenges and Objectives Campus cultural impediments among most significant Need honest discussion and will to make difficult decision, financial tradeoffs Follow though and hold people accountable for decisions and performance Develop 15-year project plan (Gantt chart) to: Identify inconsistencies (Grow enrollment without dorms or more tenure-track faculty? Add million-dollar PhD programs with what funds?) Guide plan implementation and ensure goals are met Achieve the UMass Boston Strategic Vision for 2025

8. Implementation Workgroups: Leadership Administrative and Physical Infrastructure Support Greer Glazer, Dean, CNHS (Chair)Susan Wolfson, Director, Campus Master Planning (Co-Chair) Zong-Guo Xia, Vice Provost, Research and Strategic Initiatives (Co-Chair) Academic Planning and Enrollment Kathleen Teehan, Vice Chancellor for Enrollment Management (Chair)Donna Kuizenga, Dean, College of Liberal Arts (Co-Chair) Joan Liem, Dean of Graduate Studies (Co-Chair) Residence Halls Patrick Day, Vice Chancellor for Student Affairs(Chair) Anne Agee, Vice Provost for Information Technology (Co-Chair)

9. Implementation Workgroups: Leadership Additional Investment and Operational Revenues Philip Quaglieri, Dean, College of Management (Chair) Katherine Hope, Assistant Vice Chancellor, Administration and Finance (Co-Chair) Graduation Rates (formerly Retention Committee)Joan Becker, Vice Provost for Academic Support Services (Chair) Andrew Grosovsky, Dean, College of Science and Mathematics (Co-Chair) Kathleen Teehan, Vice Chancellor for Enrollment Management (Co-Chair) Space WorkgroupPeter Langer, Associate Provost (Chair) CommunicationsDeWayne Lehman, Director of Communications (Chair)Rajini Srikanth, Associate Provost for Faculty Affairs (Co-Chair) Catherine Lynde, Associate Professor of Economics and President, Faculty-Staff Union Executive Committee (Co-Chair)

10. Implementation Workgroups: Objectives Administrative and Physical Infrastructure Support -- Examining administrative business practices to identify historic and recently developed deficits or impediments to the university’s advancement -- Conducted campus outreach sessions and feedback campaign week of February 21 -- Aim is to identify key obstacles to conducting university business and recommend improved efficiencies Academic Planning and Enrollment -- Examining historic enrollment trends, projecting future growth and revenue enhancement -- Considering new academic programs in development and their impact on enrollment and necessary financial support -- Analyzing faculty support, composition, and approaches to achieving optimal allocation to programs and desired percentage of tenure and tenure-track faculty

11. Implementation Workgroups: Objectives Residence Halls -- Reviewing data to confirm campus support for housing -- Pursuing engaging consultant to examine possible business models for on-campus student housing -- Looking to form recommendations on options for attaining student housing -- Identify strategies for getting residence halls operational in the shortest time possible Additional Investment and Operational Revenues -- Examining historic funding sources and trends (e.g., declining state revenue) -- Exploring options and tactics for more stable and sustainable funding model -- Work includes looking at student fees, differential fees, and other revenue sources

12. Implementation Workgroups: Objectives Graduation Rates (formerly Retention Committee)-- Analyzing university data on students’ progress to degree completion to determine indicators of success/failure -- Developing recommendations in two primary areas: Start on-track, stay on track; and Early and often: connect, engage and build community       -- Assessing current university support services, enrichment, and community building efforts to determine deficits and opportunities Space Workgroup -- Examining current space challenges and process, or lack thereof -- Objective is to recommend space allocation process based on best practices -- Review classroom, office, and research needs for higher enrollment projections Communications -- Developing overarching theme(s), messaging to promote new strategic vision and implementation of master plan -- Assessing tactics to roll out plans to the campus communities -- Assisting in pre-launch word-of-mouth communications activities and surveying university community

13. Feedback and More Information Visit www.umb.edu/strategicplan for more information Call or email IDT or workgroup members Provide online feedback at www.umb.edu/strategicplan/form/give_us_your_comments