Strategic Planning Process
at UMass Boston
Vision 2025: Charting a Course for the Future
March 28, 2011
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
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
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
Implementation Design Team
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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
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
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
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)
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 Workgroup
Peter Langer, Associate Provost (Chair)
▸ Communications
DeWayne 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)
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
Implementation Workgroups:
Objectives
▸ Residence Halls
-- Reviewing data to confirm campus support for housing
-- Pursuing engaging consultant to examine possible business models for oncampus 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
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
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
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Strategic Planning Process at UMass Boston