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

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

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

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

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