UM ASS LOWELL 2020 - uml.edu

UMASS LOWELL 2020

A STRATEGIC PLAN FOR THENEXT DECADE

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UMASS LOWELL 2020A STRATEGIC PLAN FOR THE NEXT DECADE

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OverviewBuilding on 115 years of outstanding teaching,valuable research and deeply rooted communityengagement, UMass Lowell is poised to realize itspotential to achieve new levels of excellence andaccomplishment. As evidence, the rise in all majorindicators in recent years demonstrates the capacity ofthis University to make much needed contributions tothe region, the Commonwealth, the nation and theworld.

Over the past year and a half, the campus communitycame together to articulate a vision of UMass Lowellin the year 2020 and to map out the blueprint to getthere. The following pages lay out the thoughtful,detailed and farsighted vision and goals that emergedfrom the work of more than 200 faculty, staff andstudents—informed by feedback from the entirecampus. This report includes brief executivesummaries of the full reports from each of 11committees. A plan for assessment and benchmarkingis detailed in the final section of the report.

What will UMass Lowell be like in 10 years?

UMass Lowell 2020 sets out a comprehensive strategythat will differentiate the University by its excellencein student recruitment and retention, teaching andlearning, internationalization, inclusiveness as acommunity, interdisciplinary collaborations, researchand scholarship, entrepreneurship and innovativeapproaches to administration, technology and facilityinfrastructures. Much will be accomplished throughan expansion of partnerships with corporations, thepublic sector and other universities.

The themes that emerged from each committee conveya vision for a university that will be distinctive in itsapproaches to curriculum, pedagogy andextracurricular experiences. Undergraduate andgraduate students who achieve a UMass Lowell degreewill be able to contribute to the world’s complexbusiness, community and cultural challenges becauseof the quality of their education. Differentiators of theUMass Lowell student experience will be widespreadcross-disciplinary learning experiences, intensiveinvolvement in research labs, co-op and other appliedlearning opportunities. Notably, UMass Lowellstudents will continue to uphold the reputation oftoday’s alumni as being tenacious, innovative, hard-working and well-prepared individuals ready tocontribute to their professions, communities andfamilies.

UMass Lowell graduate and research programs will be strengthened in quality and quantity, and newprograms will be developed, including distinctivedoctoral programs that are interdisciplinary. By 2020,UMass Lowell will have continued the current upwardarc of research and scholarship, including creativework. There will be greater external funding from allsources and the University will have strengthenedcollaboration with other UMass campuses and withindustry. The University will also enhance the qualityand experience of graduate and undergraduatestudents through their participation in researchprojects.

Globalization has made the world a small place andthe need to succeed in that world has become critical.Future UMass Lowell alumni will be globallycompetent through meaningful and substantiveinternational learning experiences, includingtraditional study abroad and experiential learning.

Strengthened engagement with industry andbusinesses, nonprofit organizations, K-12 schools and municipalities will be an even more central toacademic and scholarly activity on campus. Theseefforts will enrich the intellectual, personal andcultural development of students as well as fostereconomic development in the region and the state.

UMass Lowell will become an example for how finepublic universities can maximize the preciousresources it receives from the state, its students andsupporters to give back to its community. UMassLowell will become even more well-known for itsentrepreneurial approach to management and willinclude efficient and effective budgetary, technical andfacility infrastructure. A sustainable financial plan thatmaps out strategies for controlling costs whileincreasing revenue will support well-maintainedfacilities, including a robust and reliable informationtechnology infrastructure and a secure andenvironmentally friendly campus.

Finally, the University will improve its rankings andwill be nationally and internationally recognized forits academic and research excellence. UMass Lowellwill be known as a comprehensive university that hasstrength in science and engineering as well as the arts,social sciences, business and health education. TheUniversity will have a well-established set of indicatorsto measure its success, including financial statements,student performance, satisfaction surveys and supportfrom alumni.

A REPORT TO THE UNIVERSITY AND COMMUNITYAPRIL 2009

EXECUTIVE SUMMARY

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Reports from the CommitteesThe reports of the 11 committees that developed thevision and recommendations for UMass Lowell 2020are grouped in the following order.

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1. Core Missiona. Undergraduate Education and Student Success (page 5)b. Graduate Education and Academic Programs (page 6)c. Research and Scholarship (page 7)d. Corporate Partnerships and Urban Engagement (page 8)

2. Strategic Prioritiesa. Fostering an Inclusive Campus Community (page 9)b. International Partnerships (page 10)

3. Infrastructure and Managementa. Financial Planning and Budget Review (page 11)b. Facilities Renewal and Campus Master Planning (page 12)c. Information Technology (page 13)

4. Advancementa. University Advancement (page 14)b. Branding and Marketing (page 15)


Committee on Undergraduate Education and Student SuccessCo-chairs: Charlotte Mandell and Fred Martin

Vision

The Committee on Undergraduate Education andStudent Success envisions that UMass Lowell willbecome nationally recognized for its quality of studentlearning and its undergraduate programs by 2020.This vision will be realized by improving studentlearning through curricular reform and expandedmodels of pedagogy as well as through improvingstudent success with enhanced support mechanismsand opportunities for engagements.

The hallmarks of a greatly improved teaching andlearning environment include an enriched curriculum,experiential learning and robust first-year programs.

Goals

Recruit and retain academically qualified and diverseundergraduate students who benefit from theUniversity’s intellectually challenging environment.

• Increase the diversity of the student body byrecruiting underrepresented, international and out-of-state students.

• Enhance articulation agreements with publiccommunity colleges.

• Facilitate the use of media-driven technologies, suchas the web and social network media, to improvestudent recruitment and retention.

• Design and implement strategies for improvingenrollment retention, such as expanding theorientation process and developing learningcommunity programming.

• Identify and address the top three causes forstudents failing to enroll for other than academicreasons.

• Ensure affordability by building the scholarshipendowment and the strategic use of scholarshipfunds.

Enhance student success by increasing academicsupport beyond the classroom and enriching campuslife with an emphasis on learning.

• Enhance support for all new students (both first-year and transfer students) by building supportprograms, such as learning communities, thatconnect students with each other and withprofessors in their majors sooner than theyotherwise would in the sequenced curriculum.

• Improve students’ performance in gateway courses,especially those with high failure rates.

• Engage students in greater participation in campuslife and encourage partnerships between student-lifestaff and faculty to identify opportunities for servicelearning through campus and community events.

• Strengthen student support by expandingopportunities for and access to advising andtutoring within departments, in support centers andusing improved technology.

Create curricula and programs that foster excellence in teaching and learning and create a climate in whichintellectual achievement is honored and encouraged.

• Develop a 21st century general education programthat may include features such as global studies andpluralism, civic engagement, experiential learning,information literacy and inter-disciplinarity.

• Strengthen experiential learning and communityengagement in academic programs by incorporatingcooperative education, service learning, researchopportunities, “city as lab” and practica.

• Promote interdisciplinary learning and programs byencouraging interdepartmental collaboration with afocus on real-world challenges.

• Enhance learning through research and discovery by integrating research opportunities into theundergraduate experience.

• Continue to develop and expand theCommonwealth Honors Program.

Improve pedagogy by creating a culture that fostersinnovation, examination and assessment of teachingand learning.

• Enhance strategies and support for pedagogicaldevelopment across the curriculum.

• Advance the use of technology to assess andimprove student learning with such innovations assmart classrooms and web-enhanced teaching.

• Develop systematic assessment of student learningoutcomes and satisfaction to guide pedagogicalinnovation and policy.

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Committee on Graduate Educationand Academic ProgramsCo-chairs: Donald Pierson and Robert Giles

Vision

The Committee on Graduate Education and AcademicPrograms envisions that UMass Lowell will becomeincreasingly recognized nationally and internationallyfor the quality of its graduate programs by 2020. Torealize this vision, we must attract and produceoutstanding scholars across many disciplines. Thecurrent graduate programs must be strengthened, inquality and quantity, and new graduate programsmust be developed. The committee developed aguiding idea to accomplish this vision: “Buildinginternationally recognized graduate programs onestudent at a time.” The phrase “one student at a time”intends to convey not a sense of cautious gradualismin growth, but rather attention to the care andnurturing that must be invested in successfullyrecruiting, educating and graduating students andreaping recognition for accomplished alumni.

Goals

Improve public awareness of UMass Lowell’s growingnumber of graduate programs.

• Enhance the content, functionality and marketingelements of the website for all academic andgraduate research programs.

• Emphasize interdisciplinary, global and experientialopportunities.

• Develop a corporate, non-profit and public sectornetwork for building academic programs.

• Encourage corporate- and philanthropic-sponsoredendowed fellowships.

Increase graduate enrollment by expandingrecruitment of domestic and international students.

• Develop a student ambassador outreach program.

• Increase funding for graduate teaching and researchassistantships.

• Expand alumni involvement with student recruiting.

• Advise all undergraduate and prospective studentsabout Plus One and other programs.

• Further develop global partnerships.

• Develop co-ops and internships with active facultyparticipation.

Leverage existing academic activities to develop newdegree programs, including distinctive doctoralprograms, especially those that are interdisciplinary.

• Facilitate opportunities for faculty to organize newprograms.

• Develop forums for departmental andinterdepartmental dialogue on graduate education.

• Develop systematic assessment of student learning,student satisfaction and career placement to guidecurriculum and policy development.

• Review and analyze existing academic programsmeasuring enrollment and scholarly activity.

• Establish university-wide graduate faculty focusgroups to connect programs, efforts and activities.

Require each academic department to draft andcontinually update a strategic plan that is consistentwith the overall Graduate Education plan.

• Establish a committee to promote, support andcoordinate new opportunities.

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Committee on Research and Scholarship Co-chairs: Julie Chen and Partha Chowdhury

Vision

The Committee on Research and Scholarship envisionsthat UMass Lowell will develop national andinternational recognition as a research university byenhancing research and scholarship, including creativework, across the campus. The University will fosterdevelopment of scholarship across disciplines andincrease external funding from all sources. TheUniversity will strengthen collaboration with otherUMass campuses and with industry. The Universitywill also enhance the quality and experience ofgraduate and undergraduate students through theirparticipation in research projects.

Goals

Ensure that all faculty have the opportunity andresources to successfully pursue scholarship.

• Improve faculty connections internally andexternally.

• Foster interdisciplinary research.

• Strengthen infrastructure and support for research,including research facilities and administrative andtechnical support.

• Ensure quality mentoring programs for faculty.

Increase visibility and recognition.

• Improve the University website and faculty andresearcher database.

• Enhance acknowledgement of excellence andachievement in scholarship.

• Increase national and international conferences atUMass Lowell.

• Strengthen the University’s position in the Carnegieclassification as a doctoral research center.

• Build visibility to funding agencies and foundations.

Recruit graduate students nationally andinternationally.

• Ensure graduate student funding is competitive.

• Recruit high-quality graduate students, includingfrom underrepresented groups.

• Encourage professional development for students byhaving them participate in activities such as nationalprofessional meetings and student researchsymposia.

• Encourage participation of undergraduate studentsin research and discovery.

Create a standing committee to advise on all issuesrelated to research and scholarship.

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Committee on Corporate Partnershipsand Urban EngagementCo-chairs: Steve Tello and Oneida Blagg

Vision

The Committee on Corporate Partnerships and UrbanEngagement envisions that UMass Lowell willstrengthen its engagement with the community.Strengthened engagement with industry andbusinesses, nonprofit organizations, K-12 schools andmunicipalities should be a central theme of academicand scholarly activity on campus. These efforts willenrich the intellectual, personal and culturaldevelopment of our students as well as fostereconomic development in the region and the state. TheUniversity’s partnerships with the Lowell NationalHistorical Park, area school systems and other majorcommunity groups are particularly significant becauseof the unique opportunity they afford for analysis ofthe role of innovation in the transformation of cities.With better communication to the community and thecreation of a mechanism to oversee economicdevelopment efforts on campus, UMass Lowell can, by2020, have more and stronger partnerships with awide range of community groups and industry.

Goals

Embrace “Partnerships and Engagement” as a central theme of academic and scholarly activity atUMass Lowell.

• Develop and communicate a campus-wide definitionof “community-engaged scholarship” thatacknowledges the range of activities acrossdisciplines that involve corporate and communitypartnerships.

• Ensure that undergraduates participate in at leastone community-engaged learning experience duringtheir academic career.

• Create a University climate and environment thatwelcomes partners to campus and demonstrates thevalue the University places on partnerships andengagement.

• Catalog, promote and facilitate existing and futurepartnerships among the University, the city ofLowell and our numerous Lowell-based partners.

Improve the coordination, communication andmarketing of University partnership and engagementactivities and capacity to internal and externalstakeholders.

• Designate and communicate the contacts, officesand entry points to assist internal and externalstakeholders in connecting to the numerouspartnership opportunities and resources of theUniversity.

• Elevate the value and visibility of CorporateOutreach, which in collaboration with the Office ofCommunity and Cultural Affairs, will serve as aUniversity entry point for external stakeholders.

• Complete the upgrade of the University’s website toincrease capacity to efficiently and quickly update,locate and communicate the range of partnershipand engagement activities across the University.

• Develop a partnership and engagement databasethat helps to connect internal and externalstakeholders to partnership opportunities.

Utilize the varied talents and disciplines of theUniversity community to foster economic developmentacross the region and the state.

• Identify teaching and research strengths of theUniversity and align them with the needs of theregion’s economy, which can be understood byengaging in regional development dialogue andinitiatives.

• Continue to develop courses and professionalprograms that teach students the skills required tosuccessfully compete and contribute to current andanticipated economic needs.

• Support capacity-building programs to helpstrengthen regional K-12 schools.

• Develop and maintain a vibrant technology transferand commercialization capability and supportinnovation and entrepreneurship in small andmedium businesses with pilot facilities, technicalassistance and business support.

• Support consulting, research and exchangeprograms for faculty and service-learning andinternship opportunities for students that enhanceuniversity-community partnerships.

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Committee on Fostering an InclusiveCampus CommunityCo-chairs: Nina Coppens, Oliver Ibe and JenniferNolan-Andrino

Vision

The Committee on Fostering an Inclusive CampusCommunity envisions that a commitment to diversityin all of its complexity will be a core institutionalvalue at UMass Lowell. This commitment will begrounded in the understanding that diversity isinclusive of all identities, including those of race, class,gender, sexual orientation, religion and ability status.By 2020, the University will have developed a campuscommunity where all will feel appreciated, respected,connected, valued and engaged with the larger life ofthe campus.

Goals

Create a systemic approach for fostering diversity and inclusion.

• Encourage collaboration across the campus thatidentifies best practices, commonalties, strengthsand weaknesses, and programs that complementeach other.

• Provided opportunities for team building bycoordinating a University-wide network ofindividuals and offices that recruit and provideservices to students, faculty and staff of color.

• Conduct a diversity audit and disseminateinformation to increase awareness of resources,efforts and initiatives already in place.

• Identify ways to strengthen links between existingprograms to improve the institutional climate.

• Develop and execute a comprehensivecommunication plan for diversity.

Increase the diversity of students, faculty and stafffrom underrepresented communities.

• Develop and support internal and external pipelinesfor recruitment and retention.

• Develop programs and initiatives that foster ahealthy climate in which faculty and staff of colorcan thrive.

• Develop monitoring to increase diverse hiring at thedepartmental level and across the University.

• Increase the understanding at the departmental levelthat retention is essential to recruiting efforts.

• Develop a networking/mentoring program forfaculty and staff from underrepresentedcommunities.

• Evaluate and assess the UMass Lowell website andupdate so “diversity” is more accessible and visible.

Develop and sustain an inclusive campus climate.

• Conduct a climate survey every three years that willinform the development of departmentaldiversity/inclusion action plans.

• Develop and implement a comprehensive system of education and training focused on effectivelyorganizing and leveraging inclusion/diversity forstudents, faculty and staff.

• Ensure that there is a connection between effortsfocused on fostering an inclusive campuscommunity and efforts targeting theinternationalization of UMass Lowell, such as thedeveloping NAVITAS Program at UMass Lowell and various developing partnerships with otherpost-secondary institutions in other countries.

• Create common, accessible, central gathering spacesfor students, faculty and staff to promoteconnections.

• Create a standing Oversight/Advisory Committeefor Fostering an Inclusive and Diverse CampusCommunity.

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Committee on International Partnerships Co-chairs: Krishna Vedula and Jie Wang

Vision

The Committee on International Partnershipsenvisions a rich array of international partnerships forUMass Lowell that will help our students becomeglobally competent as well as bring more internationalstudents to campus. These partnerships will offer ourstudents meaningful and substantive internationallearning experiences, including traditional studyabroad and experiential learning. The partnershipsshould cut across disciplines in scholarship, research,economic development projects and public diplomacy.Successful international partnerships at UMass Lowellwill leverage global and innovative thinking, facultypassion and infrastructure.

Goals

Increase international student enrollment byhighlighting what is distinctive about our programs.

• Feature innovative bridge programs such as the Plus One master’s program.

• Strengthen transfer articulation agreements withother universities.

• Increase international visibility in various media,including an improved website.

• Analyze how students have been recruited and bywhom.

• Foster a welcoming and supportive environment oncampus and in the community for internationalstudents.

• Create an ESL program for new internationalstudents.

Develop and increase study abroad programs.

• Establish key international collaborations withuniversities in countries that have connections toregional immigrant communities.

• Develop study-abroad programs at those locations.

• Continue to work with private study-abroadproviders for other destinations.

• Engage alumni and area residents, particularly thosewith ties to certain locations, to finance study-abroad opportunities.

• Standardize a system for awarding of academiccredit for study-abroad coursework.

Build international partnerships that enhance facultyand student exchange and collaboration.

• Develop joint degrees between internationalacademic institutions.

• Increase awareness of campus internationalactivities internally and externally.

• Establish an annual forum to present summaries ofinternational activities.

• Create innovative programs such as online andhybrid programs, an international institute forfaculty and an international college for students.

• Build on existing strengths such as the AssistiveTechnology Program.

Enhance fundraising for international partnerships.

• Pursue funding institutions and internationalpartners to support visiting international scholarsand UMass Lowell faculty abroad.

• Reach out to alumni and individuals within theLowell communities for scholarships, summeremployment, housing for international students andstudy-abroad students.

• Partner with Fortune 500 companies, multinationalcorporations and government agencies on specificprograms they promote and support.

• Create scholarships for international students.

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Committee on Financial Planningand Budget ReviewCo-chairs: Kathryn Carter and Steve O’Riordan

Vision

The Financial Planning and Budget Review Committeeenvisions that UMass Lowell will secure and deployresources that support investment in academicprograms and facilities, consistent with the overallcampus strategic plan.

Goals

Increase understanding of the budget and budgetprocess by the entire University community.

• Increase transparency, expand campus involvementand improve communication related to budgeting.

• Develop improved executive level and managementreports and reporting tools to disseminate importantbudget information.

• Establish a standing committee to review annualbudgets and long-range financial plans.

Foster the empowerment and accountability of budgetmanagers at various levels.

• Simplify and adopt best practices in budgetingprocesses.

• Improve budgeting practices and increaseaccountability and ownership of budget decisions atthe department level.

• Implement an all-funds approach to budgeting,which takes into consideration all aspects ofUniversity operations, not just those funded fromstate appropriations and student fees.

• Develop an Administrative Policy Advisory Groupto ensure that changes to budgeting practices andadministrative policies are developed.

• Ensure development of business plans for allUniversity initiatives.

Develop and maintain a goal-oriented balanced budgetsupporting strategic priorities and contingencies forfuture uncertainties.

• Develop a rolling five-year financial plan to supportstrategic and capital renewal plans.

• Benchmark financial health of the campus againstpeers and track progress of the financial plan usingindustry standard financial indicators and ratios.

• Expand revenue by growing enrollment, enhancingretention, developing new academic programs,expanding online and continuing educationprograms, enhancing research funding, fundraisingand continuing to increase efficiencies and monitorbudget expenditures for centrality to the mission.

• Develop a plan to increase enrollment in a mannerthat is consistent within the University’s mission andcapacity to serve those students effectively.

Apply principles of organizational development toprovide a framework for managing the changeprocess, to assess and solve campus problems and toachieve greater effectiveness.

• Develop a systemwide application of behavioralsciences to the planned change and development oforganizational strategies, structures and processes.

• Include diagnosis, data collection, analysis,feedback, action planning and plan implementationas well as evaluation and follow-up as part of theorganizational development process.

• Implement strategic organizational restructuring tomeet the strategic goals of the campus overall.

• Use principles of organizational development foreffective workforce management, includingperformance management, attrition managementand succession planning.

• Create change management project teams andprioritize organizations for systematic review.

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Committee for Facilities Renewaland Campus Master Planning Co-chairs: Joanne Yestramski and John Ting

Vision

The Committee for Facilities Renewal and CampusMaster Planning envisions a campus efficiently andeffectively maintained and upgraded. The campus willbe secure, energy efficient and environmentallyfriendly. The development should be integrated andholistic, fostering a one campus/one academiccommunity that also engages with its urban setting. A“framework” approach will be used that is dynamic,data-driven and is based on a rolling sequence ofplans. The development process will be participatory,technically supported and focused on a blend ofpragmatic and visionary elements.

Goals

Build mechanisms and approaches that recognize andsupport UMass Lowell as a one campus/one academiccommunity, in all its interactions and mix ofparticipants.

• Create a sound and sustainable rolling master planand facilities renewal plan that drives organizationaldevelopment and activities to foster a singleacademic community.

• Strengthen the transportation system to create easeof movement around campus and with the city.

• Establish a functional wayfinding system, includingsignage.

Build on Lowell’s collaborative tradition and practicein developing the urban fabric of one campus/one city.

• Strengthen collaboration with city and communityplanning counterparts to identify mutually beneficialstrategies to promote one campus/one city.

• Improve the quality of the campus environmentincluding green spaces and interior and exteriorplaces.

• Incorporate the river more fully as an icon andfeature of the campus/city.

Renew, modernize and right size campus facilities.

• Renew and enhance energy systems andinfrastructure for sustainability and savings.

• Renew and reconfigure academic services such aslearning commons, academic conferencing andimproved dining, bookstore and athletic/arenaspace.

• Enhance the residential experience and capacity byproviding campus housing for 50 percent ofundergraduates.

Enhance security across the campus.

• Invest in security technology, such as surveillancecameras, blue emergency lights and building accesssystems.

• Incorporate community policing, including the useof student interns.

• Continuously improve business continuity andemergency management plans.

• Coordinate effectively with city police.

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Committee on Information Technology Co-chairs: Richard Zera and Holly Yanco

Vision

The Committee on Information Technology envisionsthat UMass Lowell will become a leader in the use ofinformation and instructional technology in order tosustain top-quality teaching, learning and research.

Goals

Build and sustain a robust and reliable informationtechnology infrastructure that includes wired andwireless access to the networks protected by leading-edge security.

• Expand network capacity by continually improvinginfrastructure while examining strategic options foroutsourcing, virtualizing, configuring anddeveloping policies focused on mission-criticalneeds.

• Develop and enhance high-speed, robust, reliableand ubiquitous data and voice networks, wired andwireless, for connectivity from any supporteddevice.

• Plan network capacity for rich media and videocontent.

• Improve access to information through an enterprisesolution.

• Monitor and provide for reliability, growth,coordination and currency of servers, network andother key infrastructure items.

• Secure resources against unauthorized access,misuse, manipulation or destruction by internal orexternal individuals or natural disaster.

Support the information technology infrastructure,including communication and collaboration,eliminating duplication of effort and establishingresources for faculty, staff and students.

• Provide a more comprehensive array of real-timeelectronic collaboration and communication tools,with support.

• Provide training in the use of hardware andsoftware.

• Integrate academic technologies in the curriculum.

• Provide technology support to students when andwhere they need it.

• Regularly examine staffing levels in all areas oftechnology support as new technologies, increasedusers and increased facilities are added.

• Develop and integrate strategies to ensure maximumaccessibility to technology for individuals oncampus and online.

Develop a system of management and control.

• Establish a steering committee to facilitate creativity,efficiency, collaboration and planning for all aspectsof information technology.

• Foster a collaborative working relationship amongstaff involved with both central anddistributed/decentralized systems.

• Provide access to hardware and software so studentscan integrate computing tools into their learningand living experiences.

• Increase accessibility to documents while improvingsecurity, disaster recovery and business continuitycapabilities.

• Collaborate with other UMass campuses and UITSand UMass Online where appropriate.

Regularly examine hardware and softwareapplications for academic and administrative systemsto keep pace with changing needs.

• Provide up-to-date software to ensure compatibilityacross applications as well as the appropriatehardware.

• Integrate enterprise technologies, including, but not limited to, learning management systems,administrative systems and library databases.

• Enhance the functionality and interfaces of systemsto enable interoperability among multiple academicand administrative packages.

• Develop a multiyear plan to ensure that classrooms,labs and other instructional platforms arecommensurate with pedagogical needs.

Develop plans to keep abreast with changing mobileaccess technologies and needs.

• Starting with mobile devices, plan for inclusion ofemerging technologies.

• Ensure that collections, storage, access andavailability are commensurate with the needs offaculty, researchers and students. Continue to evolvethe resources of the library, including tools andcapacities needed for online research, as well asfurther develop a “Learning Commons” approach.

• Regularly examine shared central administrativesystems to ensure campus needs are beingadequately addressed.

• Reduce the University’s carbon footprint throughimproved energy use and efficiency.

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Committee on University AdvancementChair: Robert Tamarin

Vision

The Committee on University Advancement envisionsthat UMass Lowell can dramatically increase privaterevenues with new sources of funding in order to buildlong-term sustainable support for the institution.Increased fundraising and a strengthened relationshipbetween the University and its alumni will helpadvance the University and its mission.

Goals

Develop and implement a Universitywide plan thatincludes a capital campaign to increase privatephilanthropic support for UMass Lowell.

• Substantially grow the UMass Lowell endowmentby 2020.

• Develop special initiative campaigns for the ETIC,South Campus academic building, and a newmanagement school building.

• Develop a comprehensive planned giving programthat significantly increases support from bequestsand other planned gifts.

• Increase participation in annual giving, increasingthe number and size of major and principal gifts.

• Create a financially sustainable model forsupporting the development of the advancementplan, including adequate staffing and resources.

Develop and implement a Universitywide student-alumni engagement program.

• Develop a program that engages students as futurealumni from their first year on campus byimplementing best practices in student engagement,such as educating students on the importance ofalumni support and stewardship of the institution.

• Ensure that alumni are prominently recognized fortheir achievements.

• Meet alumni “where they are” by developingregional engagement strategies as well as usingsocial and professional networking sites.

• Foster engagement among faculty/staff, students andalumni through mechanisms such as invitingfaculty/staff and students to alumni events andasking students and alumni to serve on committees.

• Develop a systematic approach to use alumniengagement to transfer into long-term philanthropicsupport.

Create a culture of philanthropy across the campus.

• Develop and implement a structuredcommunications strategy regarding philanthropy.

• Build engagement and philanthropic activities intostudent-affairs programs and service-learningactivities.

• Ensure that alumni, faculty/staff and friends areprominently recognized for their philanthropythroughout the campus.

• Engage and educate members of the campuscommunity in the advancement process.

Create a framework for engaging corporate partners.

• Expand reach of University into the corporatecommunity through professional organizations andnetworking.

• Develop a framework for engagement of alumni andsenior executives through corporate receptions andspecial initiatives.

• Work closely with campus departments to assesscurrent corporate relationships and broaden them toinclude philanthropic support.

• Develop opportunities for corporate giving throughnaming opportunities and corporate partnersprogram.

• Brand and recognize the corporate giving program.

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Committee on Branding and MarketingCo-chairs: Patti McCafferty and Gary Mucica

Vision

The Branding and Marketing Committee envisionsthat by 2020 the University will be nationally andinternationally recognized for its academic andresearch excellence. This will be accomplished bybuilding a comprehensive marketing plan thatpromotes the UMass Lowell brand through consistentand effective messaging and increased visibility.Branding and marketing efforts should be consistentwith the overall branding of the UMass system.

Goals

Develop a branding and messaging strategy across allprograms to communicate a clear, consistent image ofUMass Lowell to all audiences.

• Conduct market research and develop the UMassLowell brand, core messages and taglines.

• Integrate the branding and messaging incommunications with all audiences.

• Implement the identity standards guide acrosscampus to establish a consistent look for theUniversity.

Enhance the University’s website so that it effectivelypromotes the campus and facilitates both internal andexternal communication.

• Purchase and implement a new web contentmanagement system to make updates easier andtimelier and to allow a greater use of web 2.0features.

• Redesign the website to enhance the user experienceand better market University programs.

• Develop a more comprehensive and user-friendlyintranet site that allows faculty, staff and students tosee the latest announcements and day’s events at aglance.

Strengthen use of all traditional and emergingcommunication vehicles.

• Leverage the Internet as a primary marketing tool.

• Expand high-visibility advertising such asbillboards, television, radio and targetedpublications.

• Increase positive attention to the campus through acontinued aggressive media relations strategy,including expanding relationships and coverage, for print, broadcast and web-based media in local,regional and national markets

• Enhance the University’s visibility by bringingnationally recognized speakers, conferences andrelated events to campus.

• Develop strategies that will help raise theUniversity’s profile and improve its rankings overall,as well as for individual programs.

• Leverage enhanced campus life, including athletics,in marketing messages.

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Assessment and Implementation

Assessment and Continuous Improvement

Now that the committees have completed theirdeliberations and set an ambitious agenda, theUniversity will develop a plan for assessing ourprogress toward meeting the goals set forth. Thecommission met in the spring to focus on thedevelopment of a framework for institutionalassessment that will lead to continuous improvementand movement toward our strategic goals.

A matrix of current benchmarking, assessment andaccreditation data and reports has been assembled andcross referenced to the Committee recommendations.The next step will be to determine how to bestorganize and utilize data currently compiled andreported by the University.

Goals

Establish a matrix of data that assesses Universityprogress toward the strategic plan.

Benchmark the University’s progress toward realizingthe goals set forth in the UMass Lowell 2020 strategicplan by systematically tracking and analyzing datarelative to the goals set forth in the plan.

Create a process to engage the University communityin analyzing the data to determine University progresstoward stated goals.

Implementation

Each vice chancellor will begin working with thevarious departments and divisions to create orenhance their own strategic plans that integrate therecommendations found in the UMass Lowell 2020strategic plan. All vice chancellor’s and administratorswho oversee key areas that impact the budget alreadysubmit strategic plans to the budget committee on anannual basis to outline strategic funding requests andopportunities for expanding the revenue base. Allfunding decisions are now driven by consideration of how strategic investments in key areas such asexpansion of tenure track faculty will improve theUniversity’s capacities to fulfill the vision set forth inUMass Lowell 2020.

It is expected that the executive committee of thecommission, which is made up of the executive cabinetand the co-chairs of the committees, will continue tomeet on a regular basis to determine what new orexpanded committees are needed to implement theplan, how the commission will be engaged to monitorprogress on the implementation of the plan and to finetune and revise the plan in the future.

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UMASS LOWELL 2020

A STRATEGIC PLAN FOR THENEXT DECADE


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