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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)


strategies and prepare students for advancement in the twenty-first century environment. (Continued)

1.1Recognition/21st Century Objectives

(continued)


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.



1.2Undergraduate Excellence Objectives

(continued)


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


1.2Undergraduate Excellence Objectives

(continued)


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


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)



1.3 Graduate Excellence Objectives


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


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


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


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


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


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


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


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)


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.




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.




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)


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


5.2 Technical Objectives (continued)


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


5.2 Technical Objectives (continued)


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.


5.3 Fiscal Objectives (continued)


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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