The University

2007-2010 Strategic Plan

Chancellor's Memo

It is my pleasure to provide this update to you on the progress we have made in the development of our strategic plan. Our university community has been engaged in the development of a strategic plan since the fall of 2006. On June 30, 2007, the Chancellor's Strategic Planning Task Force submitted a final report to me, highlighting four strategic goals and sixteen specific recommendations. Over the past four months, I have been working with my Executive Staff to refine these recommendations into specific objectives and to design a process for developing and implementing strategies and actions that will ensure a successful realization of the four strategic goals.

UMass Boston is poised to be a great student-centered, public urban university that stands with the city throughout the century ahead. Our students have access to the intellectual resources of a research university in a diverse and learner-centered culture that promotes the intellectual and civic engagement of students, faculty, and staff with each other, and with institutions and communities in the United States and around the world. There are, however, a number of areas where improvements are needed. We need to increase student access, engagement, and success. We need to attract, develop, and sustain highly effective faculty. We also need to create a physical environment that supports teaching, learning, and research. Finally, we need to enhance campus-community engagement through improved organizational structures. The result of a comprehensive, year-long planning process that involved the broad university community, the new strategic plan, UMass Boston Renewal: Building the Student-Centered, Urban Public University of the New Century, identifies four key goals and seven core objectives that will help us chart the university's strategic path over the next three years and beyond. By vigorously pursuing these goals and objectives, I believe we can transform our university and allow it to realize its extraordinary potential.

Goal 1: Increase student access, engagement, and success

  • Objective 1: Increase enrollment to 15,000 students by 2010 while maintaining the diversity of the current student profile, and provide increased financial aid to meet a greater percentage of student need.
  • Objective 2: Construct new academic buildings with state-of-the-art teaching and learning spaces, and provide a variety of housing options, including, but not limited to, on-campus residence halls.
  • Objective 3: Promote and assess best teaching practices, as well as co-curricular activities that promote student engagement.

Goal 2: Attract, develop, and sustain highly effective faculty

  • Objective 4: Institute a career-span, institution-wide faculty development and mentoring program. (To be associated with a consistent course-release policy that will eventually result in a typical teaching assignment of two courses per semester, and an increase in the percentage of tenured and tenure-track faculty.)
  • Objective 5: Identify and invest in high-quality undergraduate and graduate programs with strong research components, including interdisciplinary research clusters that have the capacity for growth.

Goal 3: Create a physical environment that supports teaching, learning, and research

  • Objective 6: Create a facilities master plan with a 25-year time frame to support our campus mission, and begin detailed planning for the first phase of campus capital improvement.

Goal 4: Enhance campus-community engagement through improved organizational structures

  • Objective 7: Create a government and community relations office to support high-level research and communication, and identify and promote signature examples of campus-community engagement, with community understood in local, national, and global terms.

The next step in the process is the implementation phase. Each of the goals and objectives has been assigned to one of the vice chancellors, who, with support from other relevant vice chancellors, will create an implementation plan that includes the strategies, action items, target completion dates, estimated costs, expected outcomes, and anticipated sources of funds for each objective. An "ethic of care" and further "internationalization" of the campus will pervade all phases of implementation. These implementation plans will be finalized by the end of the fall semester, with work commencing immediately on items that are approved for FY 2008.

J. Keith Motley