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Renewing the UMass Dartmouth Strategic Plan
UMASS DARTMOUTHStrategic Plan Goals and Objectives
Implementation Strategies
Qualitative SortESSENTIAL = MUST BE DONEHIGH PRIORITY = SHOULD BE DONEVALUABLE PRIORITY = GOOD TO BE DONE
Goal 1: The University is recognized for its excellent undergraduate and graduate programs that integrate innovative teaching
strategies and prepare students for advancement in the twenty-first century environment.
1.1 Recognition/21st Century Objectives
Objectives Implementation Strategies Lead Parties Outcomes
1.1a Become
distinguished as
a leading 21st
century
university.
1. Identify and support major
strategic programs of excellence
that align with current and
emerging trends.
Provost, Deans' Council and Relevant Depts. Strong faculty with the ability to
drive the national reputation of
the University are hired between
2007-2010.
• Current: Marine Sciences,
Portuguese Studies, Math Ed
Research, Biochemistry/Medical.
Biotech Manufacturing Center is
established by 2009 - 2010
Ph.D. in Mathematics
Education Research is
approved in 2008 and ready to
enroll students by 2009.
• Emerging: Biotechnology,
Electrical Engineering, Artisanry,
Public Policy, K-12 Education.
• Nationally Accredited: Visual Arts
[all levels] (NASAD);; Chemistry
[undergraduate level*] (ACS);;
Engineering including Computer
Science [undergraduate level* and
not including Physics or
Materials/Textiles] (ABET);;
Business [all levels] (AACSB
International);; Clinical Laboratory
Science (NACLS);; Nursing [all
levels] (NLNAC). *Note: grad level
accreditation not available in this
field.
Artisnary programs and Star
Store achieve national
recognition by 2010.
Nursing PhD Program accepts
its first students by Fall 2008
• Programs of special strength
(accreditation not available):
Materials/Textiles*;; Women's
Studies;; Crime and Justice Studies
. . . .
Women's Studies and Crime
and Justice enrolls its first
majors in Spring 2008.
• Interdisciplinary: Sustainability,
Service Learning.
Office of Sustainability is
established and new minor is
approved in 2008
Service Learning curriculum is
expanded 2007-2010.
1.1b Optimize our
reputation as an
excellent
regional research
university.
1. Develop a branding architecture,
including a campus positioning
statement and visual identity, to
guide the messaging of the
campus to its key audiences.
Asst. to the Chancellor/Public Affairs and the
established working groups for communications and
media tasks. The Council of Deans and AVC for
Enrollment Management, as well as the Asst. VC for
Institutional Research for the program related tasks.
The campus branding
architecture is accepted and
implemented across the UMass
Dartmouth campus and
promoted by the UMass
System.
2. Create the communication
capacity and infrastructure needed
to sustain effective strategies and
publications.
Asst. to Chancellor/Public Affairs The writing and media relations
capacity is increased through
additional staff.
• Establish an Integrated
Communications Group, chaired by
the Assistant to the
Chancellor/Public Affairs to meet
regularly to discuss strategies to
integrate campus communication
assets.
Campus publications, web
sites, and other communication
vehicles are kept current and
recognized as high quality and
trend-setting within the UMass
System and within the higher
education community by Spring
2009.
•. Create a comprehensive,
compelling and cohesive family of
core and special publications to
advance the UMass Dartmouth
brand.
Funds are obtained from DCAM
for signage and improvement of
grounds.
• Submit recommendations to the
Capital Planning Group from the
Integrated Communications Group
to enhance the "curb appeal" of the
UMass Dartmouth is recognized
by its peers for the innovative
integration of media (print, web,
radio, video) in promoting its
campus. brand by Fall 2009 • Develop a merchandising plan by
the Book Store to take advantageof the new branding architecture.
Based on the number of mediareports, the UMass Dartmouthprofile will be establishedbeyond the immediate region tothe rest of Massachusetts, andbegin to become recognizedbeyond Massachusetts.
• Develop new media strategies toinject the UMass Dartmouth brandbeyond the SouthCoast andbeyond Massachusetts.
Tracking various audienceresponses, it will be clear thatUMass Dartmouth publications,web sites, and other mediahave a positive impact on therecruitment and retention oftalent, and the raising of publicand private funds.
There are increased sales ofmerchandise w/official campuscolors and logos. (assumessome baseline data)
Goal 1: The University is recognized for its excellent undergraduate and graduate programs that integrate innovative teaching
strategies and prepare students for advancement in the twenty-first century environment. (Continued)
1.1Recognition/21st Century Objectives
(continued)
Objectives Implementation Strategies Lead Parties Outcomes
1.1b
cont.
3. Highlight the signature programsin the press/media, the nationallyaccredited programs, and theinterdisciplinary programs.
Asst. to the Chancellor/Public Affairs and theestablished working groups for communications andmedia tasks. The Council of Deans and AVC forEnrollment Management, as well as the Asst. VC forInstitutional Research for the program related tasks.
Recognition of the quality of theUMass Dartmouth's signatureprograms, nationally accredited,and interdisciplinaryprograms is increased, asmeasured by studentapplications,awards to faculty, students andmedia reports. (assumes somebaseline data)
• Get Statewide/National press 3-5times in next 18 months onactivities of signature programs.
• Ensure the signature programs,nationally accredited programs,and interdisciplinary programs haveeffective web-sites.
• Highlight research programs oncampus web page, in annualreports, and other high-levelmarketing materials.
4. Develop a UMass Dartmouthmarketing plan that takesadvantage of the UMass marketingplan.
Funding for the branddevelopment is obtained by thePresident's Office.Implementation of the strategyis TBD
• UMass Dartmouth will work withthe UMass consulting firm,Carnegie Communications, todevelop a recognizable UMassDartmouth "brand" and implementa strategy to market the campus.
1.2
Undergraduate
Excellence
Objectives
1.2a Establish anassessment-based cultureand foster acampuscommunity thatunderstands andutilizesintegratedstudent learningoutcomes.
1. Identify and agree on desiredlearning outcomes we want ourgraduates to have.
• Appoint a task force on integratedstudent learning outcomescomprised of faculty, academic,and student affairs professionals.
Provost/VC Student Affairs Integrated student learningoutcomes are defined for UMDcampus and a set of studentlearning outcomes articulatedby fall '08.
• Create campus processes thatenable us to disseminate &facilitate discussions on therecommendations from theintegrated student learningoutcomes task force.
Provost/VC Student Affairs Campus community membersunderstand what we expect ourgraduates to have learnedbecause of their experiences,both in and outside of theclassrooms by fall '08.
2. Develop and implement acomprehensive assessmentprogram for general education.
• Phase 1: In Fall 2007, reviewpilot designs;; list courses;; Senateapproval of objectives;; recommendprocesses for implementation;;Spring semester, applyassessments broadly across twoGen Ed area;; in Summer 2008—Faculty task force reviews resultsand broadens application of
AVC Academic Affairs IRPA;; General EducationCommittee (to recommend the underlying objectives forgen ed areas and then to take a major role inimplementation) and Faculty Senate (to approve theobjectives);; Deans of the curricula that offer Gen Edcourses (to ensure compliance).
All Gen Ed areas haveassessment plans;;assessments encompasscourses used by at least 80%of the students in each Gen Edarea;; faculty haverecommended outcomes andchancellor has approved them;;data are assembled,
assessment program. Also developnew approaches: revisedstructures;; across-curriculumapproaches.• Phase 2: Encompass fall 2008courses;; tabulate results from firstimplementation cycle;; describeprogress for NEASC self-study
disseminated, and reviewed foran initial feedback-for-improvement cycle;; in 2010NEASC accepts us ascompliant for both Gen Ed andprogram assessment
3. Continue to develop andimplement outcomes assessmentin the academic majors
AVC Academic Affairs assisted by IRPA (to help designassessment processes);; Deans (to enforceimplementation, approve modifications to plans, andreview results annually). Dir. CTE /other faculty leadersto assist
4. Enhance co-curricular programsto support integrated studentlearning outcomes as defined forUMD graduates.
• Assess the effectiveness ofDivison of Student Affairsprograms & services to determinewhat needs to be improved oreliminated, and what new programsdeveloped.
AVC Student Affairs, Division of Student Affairs Leads Program assessment processhas been developed for DOSAand review cycle has begun byFall '09.
• Work with Division of StudentAffairs departments to developlearning outcomes for theirprograms and services.
AVC Student Affairs DOSA departments haveidentified and communicatedlearning outcomes for theirprograms/services by Spring'09.
5. Implement E-portfolio systemthat would track students' curricularand co-curricular involvements andlearning outcomes.
AVC Student Affairs, VC LISRT, Team Leaders forInstructional Development
E-portfolio system assessmentreport done by March '08. By2012 10 or more academicdepartments utilize e-portfoliosystem.
Goal 1: The University is recognized for its excellent undergraduate and graduate programs that integrate innovative teaching
strategies and prepare students for advancement in the twenty-first century environment. (Continued)
1.2Undergraduate Excellence Objectives
(continued)
Objectives Implementation Strategies Lead Parties Outcomes
1.2b Developmultidisciplinaryprograms toenergize andmodernize theundergraduatecurriculum.
1. Develop the proposed minor inSustainability and usingsustainability as an organizingprinciple.
Minor is approved and studentsenrolled by Spring 2008.
• Appoint a team of faculty, staffand students to measure theuniversity's carbon footprint withthe goal of becoming carbonneutral.
Dir. Office of Campus & Community Sustainability
2. Restructure the Humanities andSocial Sciences Major creating anew B.A. in Liberal Arts.
Director of HSS New major is approved andstudents enrolled by Fall 2007.
3. Expand the on-line offerings inWomen's Studies to create a fullyon-line major.
Director of Women's Studies Online majors available throughUMass Online by Fall 2008.
4. Develop on-line version of ArtEd.
Chair, Art Ed Online MPP available throughUMass Online by Fall 2008
5. Reinvigorate the programs ofthecultural studies centers andexplore the academic offerings,with particular attention to theCenter for Jewish Studies.
Director, Center for Jewish Culture Increased enrollments in minorprograms, campus andcommunity involvement, andfunds raised by Fall 2008.
6. Reestablish a Writing Across theDisciplines Program.
Provost's Office and Faculty Committees Program reviewed in Fall 2007 ;;First Workshops established inSpring 2008;; Overall outcome -Students writing and criticalthinking skills showimprovement over a 3-yearperiod.
1.2c Improve theeffectiveness ofthe first yearmath program inorder to facilitatecurriculumprogress for allstudents,particularly those
1. Create a new position, First YearMath Coordinator to be filled by anFTL in the Dept. of Mathematics.In addition to teachingresponsibilities in the first yearmath program, this individual willbe charged with working with theDept. Chair with the following:recruit, train and monitor the
Deans, Chair of Mathematics Dept., and First YearCoordinator
Math Coordinator is hired byFall '07. Numbers of studentssuccessfully completing theirrequired math sequenceimproves incrementally.
entering
business,
engineering and
science majors.
faculty who teach first year math
courses;; coordinate syllabi and
oversee printed course curricula;;
monitor teaching effectiveness and
deal with student problems.
2. Improve the effectiveness of the
Impulse Program.
Deans of COE & CAS, Chair of Mathematics Dept., and
Impulse Coordinator
Impulse Program Coordinator is
hired by Fall 2007. Student
satisfaction and retention
increases incrementally.
1.2d Prepare
graduates to be
fully engaged
global citizens of
the 21st century
through liberal
arts and
sciences
education that
incorporates
civic
engagement and
service learning.
1. Develop an Office of Civic
Engagement and Service Learning
(OCESL) in Student Affairs.
VC Student Affairs and Provost Office established by Sept. '08.
SA internship implemented and
established by Fall '08.
2. Increase collaborations between
Community Service Programs and
Colleges with regard to developing
experiential and service learning
opportunities and sites.
Task force on SL Co-chaired by AVC Student Affairs &
AVC Academic Affairs
• Create data-base for internship
and service learning opportunities
that will be web-based.
CESL Staff, Deans of Colleges Increased number of
experiential & service learning
sites by 10% by Spring '08.
• Develop internship opportunities
for students interested in pursuing
careers in Student Affairs.
Director of Career Resource Center Academic liaison to link to SL
Programs identified by spring
'08.
3. Develop faculty fellows program
designed to increase number of SL
classes offered.
Director of Office Civic Engagement Service Learning
and Task Force
Increased understanding of
Service Learning pedagogy
4. Identify and codify currently
taught service learning courses.
Director of Office Civic Engagement Service Learning &
Office of Institutional Research & Assessment
Meet dual mission of public
higher education institution
5. Develop comprehensive
assessment plan for CESL.
AVC Academic Affairs & Director CESL Increased opportunities for
students to practice their
knowledge/skills/abilities on real
world problems and
opportunities
6. Implementation of SL graduation
requirement (min 1 SL class).
GenEd Curriculum Committee, Deans Service learning and public
engagement is established as
one of the signature programs
of the university by 2012.
• Courses necessary to meet this
requirement are developed.
7. Develop at least 2 SL courses
within each major.
Deans, Dept. Chairs and Faculty UMD graduates are publicly
engaged
• Recognize COMPEER as SL
program.
Goal 1: The University is recognized for its excellent undergraduate and graduate programs that integrate
innovative teaching
strategies and prepare students for advancement in the twenty-first century environment. (Continued)
1.2Undergraduate Excellence Objectives
(continued)
Objectives Implementation Strategies Lead Parties Outcomes
1.2e Overcome
barriers of time,
space and
geography to
provide wider
access to
courses and
programs.
1. Establish a study group that will
develop potential strategies to
expand and strengthen course
delivery options (online, hybrid,
weekend, evening, summer, etc.)
that will position UMass Dartmouth
to meet the community's demand
for higher education programs in an
increasingly competitive higher
education environment.
AVC's for Academic Affairs, PCE By March 1, a set of options is
presented to the chancellor and
provost to enhance the
university's ability to serve
students facing educational
barriers of time and distance.
• Develop goals and vision, and
propose next steps.
2. Develop and implement a
Blended Learning Initiative.
VC IT & Faculty Blended Learning Initiative
proposed and approved by Feb.
2008. First cohort of faculty
supported in summer 2008. By
AY 2012 about 25% of UMass
Dartmouth undergraduate
classes will have 1/5 to 1/3 of
their course content delivered
online (baseline for 2007, 11%
of courses are blended).
3. Online Degree/Certificate
Programs established.
• Women's Studies Need Outcomes
• MPP
• Art Ed
• Sustainability
4. Satellite Delivery Sites.
• MBA and General Business at
Cape Cod Community College
• PCE Programs at Fall River and
New Bedford
5. Make more effective use of
summers to support academic
programs
AVC PCE, Deans and Dept. Chairs
1.3 Graduate Excellence Objectives
Objectives Implementation Strategies Lead Parties Outcomes
1.3a Enhance
graduate
program quality
and
development.
1. Increase graduate student
enrollment such that graduate
students make up 20% of total
enrollments by 2012.
AVC Academic Affairs, Deans, Graduate Council Achieved enrollment growth
from current 13% to 20% by
2012.
By end of AY 07-08, plans will
be developed for each program
(24 current Masters programs).
Each program meets its phased
benchmarks and targets as
established in its plan.
• Develop a UMass Dartmouth
Master Plan for graduate education
that incorporates a plan/profile for
each graduate program determining
market demand, enrollments,
research support, space, and
budgets and that takes into
account distinguishing program
characteristics (research-based,
professional-based, mission-
based);; student characteristics
(quality;; domestic/international, full
time/part time);; completion rates;;
resources (space, student support
and sources of support). Each plan
to include benchmarks for
implementation.
• Improve recruitment and support
of graduate students
AVC Academic Affairs, AVC Enrollment Management,
Dir. Graduate Studies/Admissions
AY08, plans approved,
publications created for
approximately 20 programs
AY09, recruitment actively in
process.
• Continue to update infrastructure
to meet needs of expanding
programs
AVC Academic Affairs, Deans Programs have adequate
facilities
• Research Building 1st Floor
online Spring 2008
• Textile Building by Fall 2008
• Evaluation of CVPA studio
space by Spring 2008
2. Develop new academic
programs including:
AVC Academic Affairs and Office of Institutional
Research Planning & Assessment, Deans, Provost
• New MS in Computational
Mathematics.
Program developed by Spring
2009
• Certificates and related programs
to meet short-term demands.
On-going (meet short-term
needs)
4. Improve quality of
assistantships.
AVC Academic Affairs, Deans, Provost Implement policy beginning in
Fall 2008.
• Provide CSF waivers selectively. On-going (meet short-term
needs)
Goal 1: The University is recognized for its excellent undergraduate and graduate programs that integrate innovative teaching
strategies and prepare students for advancement in the twenty-first century environment. (Continued)
1.3 Graduate Excellence Objectives
Objectives Implementation Strategies Lead Parties Outcomes
1.3b Formalize and
institutionalize
the
administrative
structure and
governance for
all graduate
programs.
1. Establish governance and
central administration.
AVC Academic Affairs Achieve enrollment growth from
current 13% to 20% by 2012.
• Establish a central academic
authority to allocate resources and
incentives for departments and
programs to align graduate
education with campus strategic
aims (Yardley recommendations).
Provost Support in place for TA's and
PTL buyouts.
• Graduate Council will provide
recommendations for the following:
a unified policy for graduate
education from admission through
graduation replacing the current
fragmented structure;; expansion of
flexible teaching load assignment;;
identification of a graduate faculty.
Develop more robust graduate,
especially doctoral, policies.
AVC Academic Affairs, Deans, Graduate Council, and
Faculty Leadership
New structures designed and
implemented;; graduate (or
doctoral) faculty identified;;
revised policies in catalogue
and implemented by 2008-2009
• Improve stipends/redefine work
expectations for Grad Program
Directors.
AVC Academic Affairs, Deans, Graduate Council, and
Faculty Leadership
GPD's stipend increased from
$1,125 to $4,000 by Spring
2008 (20 @ +2,750 each)
1.3c Achieve
Carnegie
Doctoral status.
1. Increase doctoral student
enrollments such that 20 doctoral
students a year are graduating by
2010-2012.
AVC Academic Affairs, Deans, Grad Council, program
faculty
• Inventory current and anticipated Plan vetted by faculty and
PhD programs for their degree
production potential and set annual
enrollment and degree production
targets and assess the impact
needs on facilities, technology,
human, and fiscal infrastructures.
Deans, approved by
Administration during AY08;; and
Carnegie Doctoral status
achieved in 2012.
• Strengthen the Electrical
Engineering PhD.
New/improved research space
by Fall 2008
Doctoral student support: 5 1st-
yr ass'tships by Fall 2008
Equipment/technology/systems:
Equip a sensor networks lab by
Fall 2009
6 new degrees produced
annually after 2011
• Strengthen the Biomedical
Engineering/Biotechnology PhD.
Enhance doctoral student
support: 10 new 1st year TA's
for Fall 2008
BMEBT program has input in
hiring across cognate
disciplines
Hire 0.5 FTE Administrative
Assistant
Students research supported by
equipment/technology/systems
5 new degrees produced
annually after 2011
• Strengthen the Marine Science
and Technology PhD.
New/improved space: furnish 3
classrooms in NRC building
during AY08
Doctoral student support: 5 1st-
yr ass'tships by Fall 2008
8 new degrees produced
annually after 2011
• Strengthen the Luso-Afro-
Brazilian Studies and Theory PhD.
Doctoral student support: 2
additional institutional
assistantships for Fall 2008
Library: more library resources
(database Muse) for AY07/08
3 new degrees produced
annually after 2011
• Strengthen the Nursing PhD.
New/improved research space:
research/meeting space in
Textiles basement
Doctoral student support: 3 new
Nursing Traineeships by Fall
2008
5 new degrees produced
annually after 2011
• Develop and Implement the
Mathematics Education Research
PhD.
New program development, site
visit, etc. during AY08
Doctoral student support: 5 1st
year TA's
4 new degrees produced
annually after 2011
• Investigate adding new doctoral
programs in Chemistry, Education
Administration, Health Psychology,
and Professional Writing
Decision is made during FY08
Goal 2: A community of respectful learners and scholars is established (continued)
2.1 Learner Objectives
2.1a Ensure that
students have
clear,
understandable
and achievable
academic goals.
1. Improve the effectiveness of the
academic advising process.
AVC for Academic Affairs & AVC for Student Affairs
• Develop a comprehensive First-
Year Success program including
learning communities, block
schedule advising, general
education advising, and strategies
for success;; with unified services
co-located in freshman housing.
AVC Academic Affairs, Division of Student Affairs Student satisfaction with
advising improves incrementally
starting 2008.
Students progression to degree
completion improves by '08
• Refine and review for accuracy
the degree audit system.
Registrars office with committee including Academic
Advising, AVC Academic Affairs, AVC Enrollment
Management and Associate Deans.
An accurate on-course 7-
semester degree audit review
for pre/graduation screening is
in place by Fall '08. 90% of
undergraduates and 90% faculty
use degree audit system;;
Catalogue and degree audit
system are synchronized,
consistent and current for all
programs. Each department willbe prepared to conduct a degreeaudit review for its pendinggraduate following their seventhsemester of enrollment byspring 2009.
• Implement a contract-basedrising-junior degree requirementssign-off in lieu of advisor sign-offseach semester for advancedstudents.
AVC for Academic Affairs/SFAAC w/ implem. ByRegistrar, Advising Cntr, and Assoc Deans withDepartment Chairpersons
Across three years progressiveassessment targets will havebeen met for studentsatisfaction, improved retention,and quicker time to graduation.
2. Improving advising in theacademic departments for majors.
Academic Advising Center, Deans 95% of graduating seniors haveseamless plan to meetrequirements.
• Refine and review for accuracythe degree audit system.
• Implement a contract-basedrising-junior degree requirementssign-off in lieu of advisor sign-offseach semester for advancedstudents.
2.1b Produce positiveundergraduateeducationalexperiences.
1. Maintain and strengthen closecontacts and interactions betweenstudents and faculty.
• Define the opportunities forundergraduate research to (a)develop a faculty directory ofresearch opportunities available,and (b) develop a web site (byDepartment or College) to allowaccess for the students.
AVC Academic Affairs and AVC for ResearchDevelopment
Website is operational by April2008.Increased levels of studentengagement as measured byNSSE by 2001 and internalsurveys by '09.
2. Improve honors program. • Add structure and expand frosh
honors program.Academic Advising, AVC Academic Affairs, Deans,Associate Deans and Dept. Chairs
Increased enrollments in Honorscourses and seminars starting'07.
• Expand Commonwealth ScholarsHonors program across thecolleges.
Academic Advising, AVC Academic Affairs, Deans,Associate Deans and Dept. Chairs
Increased participation: 50%more sophomores by 2008(from 400 to 600);; 50% moreseniors by 2010 (18 to 30);;incremental increasesthereafter.
3. Move closer to a residentialcollege system by creating spacein which academic advising (andclasses) can be offered inresidence halls.
Director Academic Advising and Director of Housing andResidential Life
Academic advising satellite isoperational by Fall '08.
4. Develop learning communities inFrosh residence halls by pilotingfrosh interest groups (FIG).
AVC Student Affairs FIG learning communitiespiloted in all frosh residencehalls by Fall '08
2.2a Increase thebreadth anddepth ofscholarly activityof faculty andstaff.
1. Increase external recognition ofscholarship.
Implementation Committee/Consultants External funding increases by10% per year
2. Improve grant developmentservices provided by the Office ofResearch Administration.
AVC Research Development The addition of an individual toprovide pre-award services willresult in incremental increasesin funding (8% per year).Target social sciences - anadditional $200,000 by FY09 &increase incrementally 10% peryear.
• Organize an ORA Advisory Groupto develop recommendations forresponding to the President'sCreative Economy and S&TFunding, MTTC awards, UMDincentive funds (Healey, PublicService, research) and CVIP techfunding tied to the involvement offaculty and students in a teambased multidisciplinary approach.
Advisory Group Reportcompleted by Spring 2008.Increases in awards seen by2010.
3. In FY08/09, using the ATMCAdvisory Group increase thenumber of industry related researchprojects that involve undergraduate& graduate students, faculty, andATMC staff.
AVC for Research Development Total research related fundingresulting from the ORAAdvisory Group actions in theseareas equal to $500,000. Anincrease of 50% (target: 25) inindustrially funded researchprojects involving our students.
• Have self-studies done by the off-campus sites (ATMC, SMAST,Star Store, PCE, Fairhaven) thatidentify scholarship opportunitiesand partnerships for UMD studentsand faculty, based on the use ofthese facilities and personnel.
Number of new first year and/ortransfer international undergradstudents is increased to reach20 by 2009 and a steady-stateof 30 by 2011, resulting in anongoing international studentenrollment of 100-200 students
spread across the programs.Goal 2: A community of respectful learners and scholars is established (continued) 2.2 Scholar Objectives
Objectives Implementation Strategies Lead Parties Outcomes
2.2b Recognize,celebrate andsupportscholarship at alllevels in order toattract and retainhigh qualityfaculty, staff andstudents.
1. Establish a Research Daycelebrating all forms of fundedresearch and innovative researchdone by faculty, staff, andstudents.
AVC for Research Development Research Day in April 2008.Wall of Innovation based onissued patents in April 2008.Undergraduate and graduateresearch Poster Day in April2008.
2. Expand "Wall of Scholarship" toinclude broader representation ofscholarly works beyond books
Dean of Library, Provost's Office Added recognitions, Spr 2008,full recognition program, Fall2008
3. Select and estimate funding fora database of all scholarlyachievements on campus basedon Faculty Activity Reports.
Implementation Committee/Consultants There is an accurate annualcompilation of faculty and staffscholarly works.
4. Create a graduate studentassociation to support scholarship;;publish outlines of "work inprogress";; supplement college/deptbudgets for support of studentscholarship activities.
AVC Academic Affairs, AVC Research Development AY 2007-08
2.2c Provide highquality staffdevelopment
opportunities sothat excellentservice at alllevels is
provided by allstaff on the
campus and isrecognized andcelebrated
1. Ensure effective staffdevelopment to support variousUniversity functions.
• Perform a needs assessment toidentify staff development andtraining opportunities for variousfunctions and services. HR willconsult with academicdepartments/centers to develop asurvey instrument to collect dataand perform a needs assessment.A committee will review the dataand make recommendations forstaff development and trainingprograms.
Asst. VC for Policy Planning & ProfessionalDevelopment and Special Asst. to Chancellor
Staff training and developmentneeds are identified by area byDecember 2008.
2. Establish regular professionaldevelopment programs for theprofessional and support staff byFall 2009.
• Pilot programs in 2007-2008;; Getevaluative feedback;; Appoint anadvisory committee to assist withprogram planning and evaluation;;Publish program offerings;;Evaluate impact of program oncustomer service by 2009.
Asst. VC for Policy Planning & ProfessionalDevelopment and Special Asst. to Chancellor
Offering 10 programs in Fall2007;; 15 in Spring 2008;; 25 persemester in 2006-0. Attendanceis voluntary but programsattract 200 staff per semester in07-08 and 300 per semester in08-09. Self Report Evaluationsreport 80% satisfaction. Grantsare obtained to support someprograms;; Advisory Committeeis active. Customer service isimproved in selected areas.
Professional staff are aware ofcore competencies in theirareas of work and have beenassessed on areas of strengthsand development needs by Fall'09.
• Pilot identifying corecompetencies for Division ofStudent Affairs Leads Group.
VC Student Affairs & Division of Student Affairs
• Provide appropriate trainingprograms on and off campus.
VC Student Affairs & Division of Student Affairs
2.2d Ensure effectivefacultydevelopmentthatencompassesteaching,scholarship, andservice acrossfaculty members'careers.
1. Bring existing facultydevelopment programs (e.g., CTECATLS, Faculty InstructionalDevelopment, Provost'stravel/publication fund[s]) and otherinitiatives under the direction ofone office.
Provost Re-organization of developmentstructure;; appointment ofdirector;; 20% increase incompleted, peer-reviewableresearch projects
Goal 2: A community of respectful learners and scholars is established (continued)
2.3 Overarching Objective
Objectives Implementation Strategies Lead Parties Outcomes
2.3a Develop aculture of pride
1. Develop an understanding ofUMass Dartmouth's vision, mission
Chancellor, Vice Chancellors Attendance and feedback to the"core values" process is at
in UMassDartmouth'smission and corevalues.
and core values that inform itsculture and communicate thiseffectively within and outside thecampus.
least 60% on campus and 20%of alumni.
• Establish a process foridentifying and broadly affirmingUMass Dartmouth's Core Valueswith faculty, staff, students,administrators, and alumni.
Survey/focus groups indicate80% understanding andsatisfaction by Fall 2009.
• Appoint an Ad Hoc committee onPride. Utilize campus spaces(dining halls, library, collegecommon areas) to build pride.
Provost, VC Student Affairs
• Develop appropriate vehicles forcommunicating universityachievements to the faculty, staff,students, alumni and regional &state constituents.
Integrated Communication Group
• Provide training for appropriatestaff (department level) to improveutilization of the Website to providecurrent information on campusactivities.
CITS
2. Build relationships acrossprograms and services by forgingcollaborations within and betweenfaculty, students and staff.
Vice Chancellors
• Implement requirements that keyfunctional areas (a) involve peoplefrom other areas;; (b) maintain webcommunications;; (c) issue periodicstatus reports;; (d) consultconstituencies across campus byquestionnaires, focus groups, etc.;;and (e) evaluate areas needingimprovement that involve wide-reaching assessment activities.
VC Library Services, Information Resources, andTechnology
Need Outcomes
3. Reform key governancestructures to ensure collaborativeand consultative workingrelationships.
Chancellor's Staff/Provost
Goal 3: The intellectual capital of the faculty, staff, and students is embedded in the activities of the region and the Commonwealth
3.1 Objectives
3.1a Determine theareas of theexternalcommunity thatUMD serves welland what areasneed moreattention using asurvey ofindustries, citiesand towns,existingcommunitypartnership, etc.
1. Catalogue the education,research and service activities thatUMass Dartmouth faculty, staffand students engage in beyond theimmediate region (estuaries, healthcare, Portuguese culture, bio-medical, K-12, etc.) and giveattention to promoting thoseactivities in the media and inspecial communications to ourpublic and private benefactors.
Asst. to Chancellor for Economic Dev. Political, business, and culturalleaders within and beyond theimmediate region will recognizethe impact of UMass Dartmouthon the greater community andsupport policies and initiativesthat strengthen that impact.
3.1b Recognize andreward facultyand staff forengagement inregional cultural,civic andeducationalactivities.
1. Create a web-based portal torecognize and highlight faculty &staff community service activities.
Provost, Deans, Dir Office of Campus & CommunitySustainability
Counter is on website todocument visits, increasednumbers of faculty choosing tobe evaluated for communityservice.
2. Propose that staff evaluationsinclude categories for universityand community service.
HR Increased numbers of facultyand staff choosing to beevaluated for communityservice.
3. Institute an Annual Dinnerrecognizing faculty & staff engagedin community service.
Provost, VC Administration & Fiscal Services, Increased numbers of facultyand staff choosing to beevaluated for communityservice.
3.1c Enhance andadvance UMassDartmouth'simpact on K-12school systems.
1. Restructure EDU, MAT, andother related programs. Engage aconsultant to assist withdevelopment of new structures.
Chancellor, Provost, Dean CAS, Dean CVPA, CUSP,Director of MAT program
Improved teacher preparationprograms, stronger relationshipswith the 14 regional schooldistricts in which teachertraining placements are done byJan '08.
3.1d Examine thestructure andpurpose ofprofessionalcontinuing
1. Engage consultants to reviewPCE's activities and relationshipsto constituencies: AcademicPrograms, External Community,Credit and Non-Credit Programs.
Provost, AVC PCE Greater breadth of PCEofferings, reaching broaderaudience generating increasedrevenues by Jan '08.
education tomaximizeachievement ofthe UMassDartmouthmission.
Goal 4: Student access, diversity and success has been demonstrated during a period of enrollment growth.
4.1 Objectives
4.1a Create a UMassDartmouthcultureconducive toinviting,embracing andsupportingdiversity.
1. Demonstrate commitment toenhancing diversity.
• Establish a University task force
(consisting of students, faculty,and staff) charged with developingrecommendations and strategiesdesigned to foster a campusclimate that supports diversity ofrace, culture, gender, sexualorientation, disability, and religion.
Chancellor Recommendations to theChancellor completed by Feb.'08
• Increase faculty and staffparticipation in existing campusdiversity programs (e.g., CollegeNow, START, LSAMP, UnityHouse, Women's Resource Center,Center for Access & Success,etc.).
Asst. VC Academic Affairs Baseline data is establishedand the participation rateincreases incrementally startingin Fall 2008.
• Include statement of University'scommitment to supporting diversityin all widely disseminatedUniversity print and webpublications such as StudentHandbook, Catalogue, websites,etc.
Assoc. Dean of Students, Asst. to the Chancellor Statement is included in allwidely read University print &web publications by fall '08.
• Reflect campus diversity via artand symbols presented oncampus.
Director of Unity House, Deans Every major building on campuscontains a visible reflection ofcampus diversity via art orsymbol by fall '08.
2. Assess current climate andservices for campus populations.
• Develop a student, staff, andfaculty survey that measurescampus climate related to "inviting,embracing, and supportingdiversity" to use as a benchmark.
AVC Student Affairs, AVC Office of InstitutionalResearch & Assessment
Climate Survey completed by20% of each populationsurveyed (students, staff, andfaculty) by fall '08.
3. Develop facilities, programs andservices to address unmet needs.
• Build or create a Student Unionthat houses student support groupsto collaborate across interests.
Dir. Campus Svcs./Dir. Student Activities In addition to Student Affairs,SAIL, Religious ResourceCenter, Campus Services, andstudent organizations, the Unionhouses Women's Center,International Student Center,Unity House, GLBT, CommuterCenter, Health Education, andCenter for Access and Success(formerly DSS).
• Create and appropriately staff aGLBT center for faculty, staff, andstudents.
AVC for Student Affairs GLBT Center is open and staffhired to support center by Fall'09.
• Improve communication &relationship with students of colorto support diversity.
Dir. Public Safety Scheduled monthly meetingsattended by leaders fromunderrepresented studentpopulations and involving avariety of shift officers thatengage in meaningful dialoguewith each other by Spring '08.
4. Provide education, training, anddevelopment opportunities for staff,students, and faculty.
• Develop facilitated Roundtableand Brown Bag discussions ondiversity topics for students, staff,and faculty.
Asst. Dir. Unity House Minimally two events occur persemester by Spring '08.
• Utilize vehicles such as the NewFaculty Institute, Talking aboutTeaching seminars, etc. toincorporate issues of diversity inthe curricula to identify andcommunicate classes that include
Dir. Women's Resource Center & Asst. Vice ChancellorAcademic Affairs
List of classes produced andshared with students prior tospring 2008 semester.
diversity education in their classcontent.
• Increase students' internationalstudy abroad and exchangeexperiences by improvingsupport/advocacy services. Create"International Council" in FacultySenate. Fund to support academicprojects abroad like field trips.
ACV Academic Affairs;; Director International/ExchangeStudy Programs
5. Increase annual enrollment offirst year and/or transferundergraduate internationalstudents.
AVC Enrollment Management;; International Director Number of new first year and/ortransfer international undergradstudents is increased to reach20 by 2009 and a steady-stateof 30 by 2011, resulting in anongoing international studentenrollment of 100-200 studentsspread across the programs.
• Enhanced services forinternational student applicants.
• Partnership with UMassPresident's Office's internationaleducation initiatives (China andothers).
• Development of UMD campusconnections with Portugal, Azores,and Cape Verde to fosterinternational recruitment potential.
• Participation in internationalrecruitment consortia.
• Attendance at internationalstudent college fairs.
• Establishment of a relationshipwith an international secondaryschool.
• Engagement with an internationalstudent referral agency.
Goal 4: Student access, diversity and success has been demonstrated during a period of enrollment growth. (continued)
4.1 Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
4.1b Create a level ofdiversity withinthe workforcethat wouldcomplement andsupport greaterstudent accessand diversity.
1. Update and set goals for thehiring of faculty/staff of color, toincrease the underrepresentedminorities and females in facultyand professional staff positions.
Director of Human Resources & Asst. V.C. for EqualOpportunity
The full-time faculty andprofessional staff workforce ofunder represented minorities isincreased consistent with theaffirmative action plan by Fall'08.
2. Provide technical guidance andsupport (including training onmethods for undertaking affirmativeaction steps to recruit diversepools of applicants) to academicdepartments to better identify,attract, and retain candidates ofcolor and female candidates infields where they areunderrepresented.
Director of Human Resources & Asst. V.C. for EqualOpportunity
3. Include achievement of diversityobjectives as a component inannual evaluations of seniorleadership personnel.
Chancellor, VC's Vice Chancellors have improveddiversity profile of theirrespective area by Fall '08.
4.1c Increaseundergraduateretention andgraduation rates.
1. Implement focused activities toimprove retention/graduation ofstudents, with a particularemphasis on at-risk students.Phase 1, comprehensive data andanalysis;; Phase 2, beginimplementation of interventions(UMass priority per NASHmembership).
AVC Student Affairs/VC Student Affairs/AVCEnrollment/OIRPA
1 yr Retention to 80% by 2010(currently 74%);; 6-year grad rateto 55% by 2015 (currently 48%)
2. Define, develop, and implementa holistic model of studentdevelopment.
• Research models of studentdevelopment and select/designmodel appropriate for UMD andtrain all student affairs staff inapplying the model in their areas.
VC Student Affairs, Dean of Students Model selected is appropriatefor our institution andpopulation. All staff able toapply model in specific areas bySummer '08.
• Develop a walking/bike patharound ring road.
Assoc. Athletic Dir., Assoc. Dir. HFOS, Dir. PublicSafety, Dir. Center for Campus & CommunitySustainability
Path designed and created,permits received, lighting, etc.installed and communitymembers use the path by Fall'09.
• Build a Labyrinth (sacred space). Religious Resource Center, Dir Counseling & StudentDev.
Community usage by Fall '09.
3. Review and restructure New Provost, VC Student Affairs & Task Force TBN Appropriate balance of Student
Student Orientation. Life and Academic Orientationwith improved 4-year retentionby Fall '08.
4. Align services with studentneeds.
• Find and share with studentaffairs staff current researchregarding what high schoolstudents are looking for in acollege-university.
Dir. Residential Ed Programs & Assessment Division implements programsand initiatives to meet incomingstudent needs by Fall '08.
• Assess staffing levels and facilityspace to comprehensively meetstudent needs based onbenchmarking and accreditationstandards.
AVC Student Affairs, VC Student Affairs All Student Affairs departmentswill be assessed and dataobtained from like-institutionsfor benchmarking purposes.After assessment, a 3-year planpresented to Cabinet andChancellor by Spring '08.
• Enlarge Fitness Center toaccommodate larger number ofstudents.
Assoc. Athletic Dir. Planning incorporated like-institutions' fitness facilities andBest-Practices. Facilityexpanded accordingly. Usageincreased by 20%. Hours ofoperation increased by Fall '09.
• Improve exit interviews withgraduating senior and transfers.
AVC Student Affairs, AVC Academic Affairs Data collected providesrecommendations for neededimprovements to services bySpring '08.
• Assess and re-design First-YearExperience Program.
AVC Student Affairs, Dean of Students, Dir ResidentialEducation Programs & Assessment, AcademicAdvising, AVC Academic Affairs
Pilot program launched with10% of first year studentsparticipating. Final programincorporates all current first-yearbased programs, new studentorientation, and desiredoutcome goals for first-yearstudents in a cohesive andsustainable manner by Fall '08.
4.1d Strengthenresidential lifeinfrastructureand living andlearningopportunities tosupportstudents.
1. Increase Residence Hall safety. Perception of safety indicatedby an increase in safety marksin the Student SatisfactionSurvey and Residential Surveyby May '08.
• Assess all outside doors andreplace as needed.
Assoc. & Dir. of Housing Facilities, Operations &Services;; Asst. Dir Housing
Assessment completed by Fall'07 and doors replaced by Jan.'08
• Assess and implement improvedresidence hall front desk check-inprocedures.
Dir. Housing & Res Life;; Dir. Public Safety Compliance with sign-inprocedures increased.Information collected at sign-inis accurate by Fall '08.
Goal 4: Student access, diversity and success has been demonstrated during a period of enrollment growth. (continued)
4.1 Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
4.1d
cont.
2. Develop facilities, staffing,programs, and services to addressunmet needs.
• Administer EBI (web basedassessment tool) with residentialstudents.
Asst. & Assoc. Dir. Res Life Survey completed by 40% ofresidential students by Fall '07.
• Revise printed and web-basedpublication regarding ResidentialLife Living and Learning Programs.
Assoc. Dir. Res Life;; Dir. Res Ed Programs &Assessment;; Central Publications
Web site and printed materialsused by Admissions, etc. arerevised by Spring '08.
• Develop multi-purpose, socialareas in each residence hall.
Assoc. Dir. of Housing Facilities, Operations &Services;; Assoc. Dir. Res Life
Each residence hall has a multi-purpose space for programs orsocial activities by Fall '08.
• Develop a Faculty/Staff AdopteeProgram to increase connectionbetween students and staff &faculty.
Resident Dir. of Res. Life Each residence hall has"adopted" at least one faculty orstaff member (no less than 50%are faculty) and invited them tobuilding specific events bySpring '08.
• Create hall-basedleadership/governanceopportunities for residents.
Assoc. Dir. Of Res Life;; Director Res Ed Programs &Assessment
Increased hall programs andstudent engagement by Fall '08.
• Pilot programs to decrease ratioof RA to the first year student inone residence hall.
Dir. Of Housing & Res Life;; Assoc. Dir of Res Life Increased sense of communityand better support for first yearstudents by Fall '08.
• Implement green cleaning pilot in2 residence halls.
Asst. Dir of Housekeeping & Grounds;; Assoc. Dir. ofHousing, Facilities, Operations & Services
Pilot program is successfully beimplemented in two residencehalls that will be free ofchemical toxins andenvironmentally friendly bySpring 2008.
4.1e Improve the 1. Improve the Career Resource Director Career Resource Center
effectiveness ofservices we offerto supportstudents insuccessfullypursuingpostgraduateopportunities.
Center's working relationship withcolleges.
• Increase number of on-campusrecruitments in coordination withColleges.
The number of recruitersbrought to students (both onand off-campus) meets a targetgoal mutually established by theCareer Center and the individualColleges by summer of 2009.
• Enhance data of graduates' plansfor post graduation.
Exit Survey collaboration withAcademic Affairs elicits 80%response rate and is sharedwith Colleges by summer of2008.
2. Focus on career developmentmodel to improve job placementand post graduate educationoptions.
Director Career Resource Center
• Develop a 4-year planningprocess for incoming freshmen.
Plan delineated and marketed tonew students (via orientation,workshops, and classroompresentation) by fall '08
• Introduce e-portfolio technology inthe freshman year via classroomand workshops.
E-portfolio system initiated withat least 50% freshman classparticipation by Jan. 2009
• Create workshops forsophomores and juniors interestedin experiential learningopportunities, e.g. internships,apprenticeships, service learning.
50% of the sophomore andjunior class report being awareof experiential learningopportunities on StudentSatisfaction Survey by spring2009.
• Create senior-year program tosupport job placement andgraduate school interest.
Plan delineated and marketed toseniors and Colleges. CareerCenter interacts with 50% ofsenior class as measured bysenior exit survey by May 2009.
3. Develop more collaborationsbetween Alumni Affairs and CareerResource Center.
Asst. Dir. Of Career Resource Center;; Dir. Of AlumniRelations
• Create Alumni Speaker Series. Alumni Speaker Series createdby Fall '08.
• Restart and implement AlumniJob-Shadowing program.
Alumni Job-Shadowing programrestarted by Fall '08.
• Develop Alumni Career Night. Alumni Night created by Fall'08.
Goal 4: Student access, diversity and success has been demonstrated during a period of enrollment growth. (continued)
4.1 Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
4.1f Attract andretain anacademicallyprepared anddiverse studentbody withoutreducingenrollment, andpromote timelydegreecompletion.
1. Construct an undergraduateenrollment plan designed to reflectthe University's emphasis onaccess, diversity and academicexcellence while meeting financialand physical capacity objectives.Mobilize a campus collaboration(Enrollment Managementdepartments, Residence Life,Advising Center, Student Life, etc.)to promote accomplishment ofenrollment goals.
AVC Enrollment Management Undergraduate enrollmentnumbers will remain constant(except in programs withenrollment capacity) and overalladmissions standards, retentionrates, and graduationpercentages will rise as follows:• Average SAT Scores(Verbal/Math): 1075 to 1100 by2012• Average High School GPA:3.06 to 3.2 by 2012• First to Second YearRetention Rate: to 80% by 2012(currently 74%)• Six-year graduation rate to55% by 2015 (currently 48%)
• Conduct needsassessments/environmental scansre: development of undergradmajors targeted for emerging fieldsand special populations (e.g.,degree-completers).
College Deans, AVC Enrollment Management, OIRPA Plan for new program withresources needed and timelineto develop by March '08.
2. Consolidate the various campusefforts focusing on diversity-relatedrecruitment and retention planning.Develop and implement arecruitment and enrollment planwith specific goal of incrementallyincreasing the enrollment ofstudents of color, each year toreflect the profile of theCommonwealth's students of colorgoing to college.
AVC Enrollment Management By the Fall of 2008 theenrollment of students of colorwould represent 14.8% of thetotal student enrollment;; by Fallof 2009, would represent 16.3%of the total enrollment;; and 18%by the fall of 2010.
3. Review of all majors to identifythose majors in each College
AVC Enrollment Management, Deans & Dept. Chairs Each College will have a basisto establishing enrollment
having a gender imbalance in theirenrollments reflecting more than a30% - 70% mix;; develop a planwith objectives, strategies,timelines, and expected outcomesfor attracting and supportingstudents who will correct theenrollment.
targets for female students ineach major in which they areseverely underrepresented byMarch '08.
Goal 5: An effective physical, technical, fiscal and human infrastructure is in place to support academic activities.
5.1 Physical Objectives
5.1a Ensure thatteaching andlearningequipment isadequate foreffectiveinstruction,particularlylaboratory andstudioequipment,classroominformationtechnologyhardware andsoftware, andcomputeraccess forfaculty andstudents.
1. Expand campus capacity toassess, plan maintain, andenhance its learning spaces.
• Upgrade 10 additionalclassrooms. This will include thepurchase and installation oftechnology for those remainingclassrooms where needed. Installwhite boards and replace and/orrepair seating, flooring and otherfinishes where appropriate.
Dir Facilities, Planning, Design & Construction/Exec.Dir. IT Svc. Assurance/Registrar & faculty workinggroup
Ten additional upgradedclassrooms by September2008.
• Complete a studio audit toinclude equipment andinfrastructure requirements foradequate functionality.
Assoc. Dir. Facilities, Planning, Devsign &Construction/Registrar & faculty working group
By June 30, 2008, a report onthe status of equipment andinfrastructure needs foradequate functioning of campusstudio space and a plan forfunding repair/replacement overtime is completed.
• Develop a plan for the repair,replacement and requiredinfrastructure improvementsdesignated in the 2007 laboratoryaudit.
Dir. Facilities, Planning, Design &Construction/Registrar & faculty working group
By December 2008, a pilotupgrade of 1-2 labs as well asphased infrastructureimprovements based onpriorities outlined in the auditreport are done.
• Conduct an assessment andprepare a funding plan for outdatedportable equipment andinstrumentation service contractsnot considered part of theinfrastructure of labs, e.g.microscopes.
Dir. Facilities, Planning, Design &Construction/Registrar & faculty working group
By December 2008, a definitiveplan to phase in replacement ofoutmoded equipment over threeyears is completed.
• Establish ongoing funding forclassroom operations and theFaculty Instructional LaptopProgram (FILP) that provides alaptop/tablet to every facultymember for instructional use.
Exec. Dir. IT Svc. Assurance/Asst. Dir IT Svc./Facultyworking group
Continued support for acornerstone program ofacademic technology.
5.1b Ensure theeffective,equitable andefficientallocation ofcampus spacesto optimizeutilizationthrough thedevelopment ofcampus-widepolicies,procedures andmanagementstructure.
1. Develop the policies,procedures, and data to inform andguide space allocation decisions.
.
• Approve and implement theSpace Allocation Policy andProcedures.
Assoc. Chancellor A continuously improvingprocess is in place byNovember 1, 2007.
• Complete the installation andnecessary training to utilize theFAMIS space managementsoftware to provide the data toinform space decisions.
Assoc. Dir. Facilities, Planning, Design & Construction A fully functioning spacemanagement system byDecember 31, 2007.
2. Perform analyses of identifiedspace planning issues and actthereon.
• Comprehensive assessment ofclassroom needs (focused oncurrent lack of rooms 50-100 andlecture halls);; develop and furnishnew spaces.
Assoc. Chancellor, AVC Enrollment Management, w/Office of Institutional Research Planning & Assessmentand pos. consultants
New construction/modificationsaccomplished for capacitiesaligned to needs by capacitybenchmarks/full utilization ofSchedule 25 computer program.Planning 2007-2008;;Construction 2009.
• Conduct a Laboratory UtilizationStudy to guide space allocation inEngineering and Hard Sciences
Dir. Facilities, Planning, Design & Construction Planning completed by Spring'09, construction by '09.Laboratory space isappropriately allocated by May2008.
Goal 5: An effective physical, technical, fiscal and human infrastructure is in place to support academic activities. (continued)
5.1 Physical Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
5.1c Preserve thefunctionality ofland andbuildings withattention toaesthetics andsustainability.
1. Conduct appropriate studiesbefore undertaking buildingprojects.
• Develop a budget strategy toutilize operating and/or borrowedfunds to conduct studies anddesigns to determine thefunctionality of land and buildings,to maximize the use of capitaldollars, and improve projecttimeliness.
Assoc. Chancellor, Dir. Facilities, Planning, Design &Construction
An improved budget strategy forpreserving the functionality ofland and buildings by May 2008.
2. Develop goals and standards forrenovations and new buildings.
• Establish a committee to include,but not be limited to, staff/facultyfrom CVPA, Public Relations,FPDC to develop goals andstandards for renovations and newbuildings with a focus onaesthetics, sustainability, signageand the Facilities Master Plan.
Assoc. Chancellor, Dir. Facilities, Planning, Design &Construction
Establish committee byNovember 1, 2007;; Initial goalsand standards for renovationsand new buildings by April 2008.
5.1d Continuallyforecast,monitor, assess,upgrade/replaceand maintainphysical andtechnicalinfrastructure.
1. Develop a structure and processfor monitoring and assessment ofthe physical and technicalinfrastructure.
• Establish a campus group
consisting of representatives fromFDPC, CITS, Facilities Operations,Campus Services and Housing,Facilities and Operations todevelop the structure and process.
Assoc. Chancellor and AVC CITS Established group by February2008;; by February 2009 thegroup produced a report toinclude analysis andrecommendations.
5.1e Provide effectiveand efficientservices,systems andinitiatives forphysical andtechnicalinfrastructure bydeveloping anintegrated,comprehensiveand responsiveapproach.
1. Develop methods to assess andimprove customer serviceperceptions.
• Implement the FAMIS work ordersystem to provide analysis ofphysical infrastructure needs.
Dir. Facilities By December 31, 2007,routinely generated FAMISreports which inform ourmaintenance and capital budgetdecisions.
• Develop client feedbackinstrument to assess thecommunity satisfaction with theAlteration/Renovation process.
Dir. Facilities, Planning, Design & Construction By June 1, 2008, madenecessary changes to theprocess to meet campuscommunity needs.
• Conduct structured focus groupsto provide customer information toinform service decisions.
Assoc. Chancellor, AVC CITS, AVC Admin. Svcs. In Spring 2008, addressedspecific questions generated byFPDC, CITS, FacilitiesOperations and the Chancellor'sCabinet
5.1f Integrate thephysical andtechnicalinfrastructure ofsatellitecampuses withinoverallUniversityplanning.
1. Do a supplement to theFacilities Master Plan to include offcampus sites.
• Hire a consultant to do the report. Assoc. Chancellor and AVC CITS By December 2008, completed
the extended Facilities MasterPlan including off-campus sites.
5.2 Technical Objectives
5.2a Create an "ITsavvy" 21stcentury campuscommunity.
1. Establish a 21st Century ITSavvy Community (ITSC)Committee with campus widerepresentation and responsible forcoordinating campus widediscussion, forming workgroups,and ultimately delivering thedefinition document.
VC LISRT/AVC CITS Create Charter document byNovember 1, 2007;; formation ofITSC working groups byFebruary 1, 2008.
• Document the current issues andtrends that would establish abaseline from which UMass
VC LISRT/AVC CITS Produce baseline document byJune 1, 2008.
Dartmouth would build an IT Savvy
21st century community.
• Define technology core
competencies for students, faculty
and staff.
VC LISRT/AVC CITS Produce IT Core Competency
Document by December 1,
2008.
• Define the hallmarks for
institutionalizing initiatives.
Establish a working group from
ITSC that would identify the
framework and processes.
VC LISRT/AVC CITS Document institutionalization
processes September 1, 2008.
• Appoint a taskforce to consider
implementing mandatory laptop
program for students.
VC LISRT/AVC CITS Taskforce report completed by
December 2007
Goal 5: An effective physical, technical, fiscal and human infrastructure is in place to support academic activities. (continued)
5.2 Technical Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
5.2b Increase the
influence of
UMass
Dartmouth in
UMass system-
wide technology
decisions and
implementations.
1. Establish a working group to
examine and assess the
effectiveness of central
governance/communication/service
models for IT systems.
Criteria established by group will
have been satisfied;; on-going
participation with/governance
impact on Shrewsbury
established.
• Utilizing an outside facilitator,
convene working group to discuss
current IT issues with President's
Office Systems
AVC Academic Affairs/AVC Finance/ Issue document by November
1, 2007.
2. Work with UITS to establish an
effective
governance/communication/service
mechanism for central IT systems.
AVC Finance/AVC Academic Affairs/ Increase the effectiveness of
the working relationship
between the system campuses
and UITS by April 1, 2008, then
ongoing.
• Utilize existing intercampus
councils and committees to raise
key issues and concerns.
• Document communication tree,
organization chart, and service
level agreements for key services
3. Establish an effective campus
based communication mechanism
for IT systems (central and
campus based).
• Establish a minimum of 2
mechanisms to foster campus
communication on IT systems.
VC LISRT/AVC CITS By February 1, 2008, implement
recommended communication
mechanisms for IT systems.
5.2c Establish broad,
shared,
comprehensive
and consistent
data systems to
support and
inform decision-
making, planning
and resource
allocation.
1. Facilitate and streamline the
process for Academic catalog
management.
• Acquire software to manage the
Academic Catalog to facilitate and
streamline the process for
changing elements of the
Academic Catalog with a system
for signoff including an automatic
notification system.
AVC Academic Affairs Bid accepted;; Ugrad and grad
catalogues edited and fully on
line by February 2008.
2. Improve data quality in
information systems .
• Establish a Data Management
and Quality Team to review data
quality.
Dir. IT Development/Dir. IR Establish team, write Team
Charter and commence
regularly scheduled meetings by
December 1, 2007.
• UMass Dartmouth will play a
significant role in the President's
Office implementation of the
Business Intelligence (BI)
software.
AVC Institutional Research Actively participate in software
implementation.
3. Work with business units to
determine planning and operational
needs.
Issue document by November
1, 2007.
• Run focus group sessions for AVC Institutional Research By June 1, 2008 write report
business units to determineplanning and operational needs.
and identify operational needsand potential solutions.
4. Improve backup and restoreprocedures for academic researchdata.
Communication tree,organization chart, service levelagreements: first pass by April1, 2008, then ongoing.
• Create and implement a formalbackup plan and procedures forUMass Dartmouth academicresearch data. This will include aninventory and backup plan forcampus based and off-site and/orhot site storage.
AVC Research Dev./AVC CITS Produce a "Backup Plan forAcademic Research Data" byDecember 2008.
• Acquire and effective platform forFaculty Activity Reports.
Provost, Deans, VC LISRT Platform decision made 2007with implementation in 2008
Goal 5: An effective physical, technical, fiscal and human infrastructure is in place to support academic activities. (continued)
5.2 Technical Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
5.2d Develop library-based spaces,resources andservices thatappropriatelymeet 21stcenturyundergraduate,graduate andcommunityteaching,scholarship andlearning needs.
1. Develop and proceed with plansfor the library renovation andexpansion, considering campusand community needs and trendsin the academic library andinformation worlds.
A Report on the State of theLibrary delivered in October2007 and recommendations forfuture actions.
• Gather quantitative andqualitative data on the informationneeds related to teaching,scholarship, and learning for theUMass Dartmouth students,Colleges, Departments, faculty,staff, alumni and community.
Dean of Library Actively participate in softwareimplementation.
• Identify relevant regional andprogrammatic accreditationstandards that relate to library andinformation services.
Dean of Library Issue document by November1, 2007.
• Gather data about the libraries ofcomparable and aspirationaldoctoral universities.
Dean of Library By June 1, 2008 write reportand identify operational needsand potential solutions.
• Prepare a brief paper on trends inthe library and information worldthat should be considered whenplanning for the Carney Library.
Dean of Library Communication tree,organization chart, service levelagreements: first pass by April1, 2008, then ongoing.
2. Support the unique andinternationally renowned archive formaterials related to Portuguese-American culture by acquiringmaterials, securing financialresources, developing the newarchives space, and recruiting staffto maintain, preserve, and makematerials accessible worldwide.
• Hire a Portuguese Archivist. Dean of Library, Chair of Portuguese and Dir. Center forPortuguese Studies & Culture
Portuguese-American archivistis hired by February 1, 2008.
• Pursue grant funding for acquiringand digitizing materials for thePortuguese archive.
Dean of Library At least one proposal submittedby September 1, 2008.
3. Continue to support theuniversity community in developingthe information literacy of students,faculty and staff by pursuinggreater engagement, reflectiveinstructional assessment, andappropriate support services.
Dean of Library By June 1, 2008 write reportand identify operational needsand potential solutions.
• Organize campus-widediscussions on information literacy.
Dean of Library Proposal for better integration ofinformation literacy intocurricula. Completed byDecember 1, 2008;;implementation to follow.
5.3Fiscal
Objectives
5.3a Establish amulti-yearbudget plan fordecision making.
1. Develop a five year rollingbudget including a forecast ofrevenues and expenses byfunction and/or line item.
Vice Chancellors Baseline budget by 12/31/07 toproject future outcome ofcurrent operation."Best" and Worst" scenariosdeveloped beginning with FY09budget effective July 1, 2008, to
include strategic plan objectivesby June of 2008.
• A baseline scenario will reflect acontinuation of current trends andcommitments and best and worstcases will be developed as well.
• Each scenario will includeidentification of the funding statusfor strategic plan objectives.
• The five year budget scenarioswill be reviewed by theimplementation Team. Budgetreview Board, the Chancellor'sCabinet and will be approved bythe Chancellor.
• Staffing levels will bebenchmarked to validate allocationof resources.
5.3b Develop anannual budgetprocess linked tostrategicobjectives.
1. The annual budget process willbe linked to strategic objectives.
Vice Chancellors The University community willbe aware of the budget and itscontent.The status of strategic planobjectives will be clear tocampus constituents byDecember 2007.
• A budget time line will bedeveloped related to the naturalbudget cycle.
• The budget process will includepublic presentations of currentfinancial condition and will includeopportunities for campuscommunity comment.
• The budget will also beconsidered at the Budget ReviewBoard and with the Chancellor'sCabinet.
• The final budget for FY09 andeach subsequent year will beavailable on the A&F web page anda hard copy will be available in theLibrary.
Goal 5: An effective physical, technical, fiscal and human infrastructure is in place to support academic activities. (continued)
5.3 Fiscal Objectives (continued)
Objectives Implementation Strategies Lead Parties Outcomes
5.3c Developalternativerevenue sourcesto facilitateimplementationof strategicobjectives
1. Identify alternative revenuesources as follows:
• Change from HHS short form tolong form.
AVC for Research Development Additional indirect cost fundsfrom grants and contracts
• Increase research funding andequity events including CVIP.
Directors of Office of Research Administration and CVIPContinuing growth in researchfunding and equity opportunities
• Produce positive financial resultsin PCE.
AVC for Academic Affairs Positive net revenue from PCEwill increase unrestricted currentfund balance on cash andaccrual bases
• Increase the number of endowedchairs.
Vice Chancellor for Advancement Endowed chairs will increaseequity and earnings will fundobjectives
• Increase and align fund raisingwith strategic objectives.
Additional fundraising will fundstrategic objectives
• Plan the development of "LifeLong Learning Communities".
5.4 HumanObjectives
5.4a Develop andmaintain humanresources andfiscal affairsstaffcompetencies toeffectively utilizeadvanced ITdata systems.
1. The Director of HumanResources will identify trainingneeds and establish trainingprograms for HR and A&F staff toeffectively use advanced IT datasystems.
Director of Human Resources, AVC Finance HR and A&F staff haveincreased capacity to useadvanced systems forproducing reports and analysisby December 31, 2007.
5.4b Reduce thetimeline to hire
1. Evaluate the current hiringprocess in the context of best
VC A&F, Director Human Resources, AssociateChancellor for EEO
A review and analysiscompleted by January 2008
faculty and staff. practices in higher education forHR and EEO/AA departments.
A recommendation for aneffective and efficient processby March 31, 2008A revised hiring process thatmeets HR and EEO/AAmandates by June 30, 2008.
• Conduct Baldrige QualityAnalysis of Processes andOutcomes.
5.4c Improvecustomerservice campus-wide.
1. A pilot customer service trainingprogram will be developed in theAdministration and FinanceDivision:
Vice Chancellor A&F, Director of Human Resources Customer service is improvedand programThe program will be evaluatedfor possible applicationthroughout the University byMarch 31, 2008.
• A consultant will be hired toimplement the pilot program.
• The training will begin with seniormembers of the division in order todefine the terms and to develop aplan to roll out training to thedepartments.
• Training will be provided for thehuman resources, business office,purchasing, bursar, campus store,mail room, print shop and facilities.
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