strategic planning kickoff

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Strategic Planning KickoffSeptember 28, 2021

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Marcelo Suárez-OrozcoChancellor

This month we are launching two tightly coupled components of

strategic planning

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A. University Strategic Planning

B. Campus Master Planning

• Addresses all administrative and academic/scholarly aspects of the organization

• Mission / Vision alignment and Academic Master Planning are the anchors

that drive all other planning

• 1 year of planning, 10 year vision, 5 years of implementation

• Addresses physical space – the buildings and grounds of the university

• Runs in parallel to strategic planning, as much data gathering is required

• Ultimate plans will be heavily driven by strategic planning work

A variety of other priorities and initiatives will be advanced during

FY22 while the strategic planning takes place

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Strategic planning work that will be under way in FY22

Major initiatives that inform and will be embedded in the strategic plan:

• Keep the campus safe and healthy (e.g. COVID)

• Advance UMB as a leading anti-racist and health promoting

university (e.g. Restorative Justice Commission)

• Strengthen UMB as a university of and for the City of Boston

• Advance a coherent and coordinated approach to student success

Support strategic priorities through new budget models (e.g. activity-based

budgeting) and fundraising

We are forming a number of Strategic Planning Committees

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Led by Provost

Joe Berger

Led by Deputy

Chancellor

Garrett Smith

1. Mission and Vision Committee

2. Academic Master Planning Committee

i. Academic Program Development

ii. Research & Grand Scholarly Challenges

iii. Educational Effectiveness

iv. Faculty Support & Development

3. Strategic Enrollment Planning Committee

4. Student Success Committee

5. Student Life Committee

6. Services and Responsiveness Committee

i. Human Resources Sub-Committee

7. Community Engagement Committee



8. Campus Master Planning Working GroupLed by VC of A&F

Kathleen Kirleis

The strategic plan will be developed this academic year

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Phase 1

Input and Analysis

Phase 2

Recommendation

development

Physical Master Planning

Sep - Nov Dec - Feb Mar- May

Phase 3

Plan development

Phase 4

Implementation

Sep -

Launch

LaunchPhase 0

Pre-Planning / Launch

Summer-Sep

• Process design

• Nominations

• Charge committees

Initial academic

recommendations

1. Mission & Vision Committee

2. Academic Master Plan Committee

All committee

recommendations

3. Enrollment Planning Committee

4. Student Success Committee

5. Student Life Committee

6. Services and Responsiveness Committee

7. Community Engagement Committee

Plan finalized

• Synthesize, prune, prioritize

• Share draft plan and refine

Frequent opportunities for stakeholder input and feedback

Campus Master PlanningPre-planning

Our mission

7Campus Master Planning

The University of Massachusetts Boston is a public research

university with a dynamic culture of teaching and learning, and a

special commitment to urban and global engagement.

Our vibrant, multi-cultural educational environment encourages

our broadly diverse campus community to thrive and succeed.

Our distinguished scholarship, dedicated teaching, and engaged

public service are mutually reinforcing, creating new knowledge

while serving the public good of our city, our commonwealth, our

nation, and our world.

This month we are launching two tightly coupled components of

strategic planning

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• Addresses all administrative and academic/scholarly aspects of the organization

• Mission / Vision alignment and Academic Master Planning are the anchors

that drive all other planning

• 1 year of planning, 10 year vision, 5 years of implementation

• Addresses physical space – the buildings and grounds of the university

• Runs in parallel to strategic planning, as much data gathering is required

• Ultimate plans will be heavily driven by strategic planning work

Campus Planning | September 30, 2021 | Page - 9

Current 2009 Master Plan

Phases of Campus Master Plan Update

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Pre-planning

Launch

Phase A

Discover and Analyze

Phase B

Program

• Select Consultant

• Develop charge

• Develop process/

Schedule

• Identify Committees

• Assemble Data

• Analyze existing

data/reports

• Engagement Strategy

• Existing Condition

Assessment

• Space use analysis

• Begin to synchronize

physical future to

Strategic Plan

• Establish Master Plan

Program including

Deferred Maintenance

needs

University Strategic PlanningPre-planning

Fall Semester 2021 Winter Session Spring 2022

Activities:

Engagement:

• Announce process • Work Shops Tours and

Interviews

• Work Shops Analysis

Summary

• Work Shops - Master

Plan Program

• Social Media Campaign

• Master Plan Update

Alternatives

• Vision confirmation

• Check in with Strategic

Plan

• Synchronize with Energy

Master Plan

• Develop Draft Plan

Summer 2022 Fall Semester 2022

• Work Shops Alternatives

• Work Shop Energy

Master Plan implications

• Plan integration

Phase C

Explore

Phase D

Refine and Document

• Draft Plan Documentation

• Review Draft Plan

• Implementation Details

• Detailed Deferred

Maintenance and Energy

Master Plan improvement

programs

• Works Shops Draft Plan

and Final Plan

• Publish Master Plan

Campus Planning | September 30, 2021 | Page - 10

1. Committees must be inclusive, representing the campus community

2. Committees must include individuals with expertise on the

committee’s topic(s)

3. Committees must include those who will have operational

responsibility for implementation

4. Committees should have overlapping membership, so that the

various committee work can be integrated and aligned

Several considerations are being used to develop Strategic Planning

Committee membership

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The process (and committees) will follow a set of guiding principles

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Comprehensive / Capital Campaign (quiet phase)

Guiding Principles:

1. to honor UMass Boston values and promote inclusive excellence

2. to be broadly inclusive and transparent,

3. to ensure coherence and focus,

4. to focus on great planning and even better execution, and

5. to develop a plan for our university that is:

a. data informed,

b. adapts best practices to our unique campus,

c. builds on and enhances our tremendous existing assets,

d. creates opportunities where we have gaps, and

e. bold yet realistic in its ambitions.

Common Committee activities

1. Get set up (establish norms, establish sub-committees, etc)

2. Gather input

3. Collect and analyze data: documents, recommendations, data analysis

4. Investigate best practices for adaptation

5. Conduct SWOT (strengths, weaknesses, opportunities, threats) analysis

6. Draft recommendations

7. Build a realistic resourcing plan (budget, space, human capital, etc)

… and a common set of activities…

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… and a unique scope will be developed for each Committee.

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Student Life Committee

This committee will focus on making recommendations related to all aspects of campus life. This should

include recommendations related to residence life, athletics, and all forms of student activities (including

clubs, organizations, centers, leadership development, community service, recreation, etc). This

committee will have lower intensity of effort in the early fall, and higher intensity of effort in late fall and

winter. Recommendations will be delivered to the Chancellor and Deputy Chancellor by February 15.

Community Engagement Committee

This committee will focus on making recommendations on how to engage with the local community and

how to be “of and for” the city of Boston. This committee will have lower intensity of effort in the early

fall, and higher intensity of effort in late fall and winter. Recommendations will be delivered to the

Chancellor and Deputy Chancellor by February 15.

Example (draft) Committee overviews

Next steps

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• Campus Master Plan Update session

Thursday, September 30th at 3:00 pm

• Finalize committee membership and charges

• Launch the committees

• Get involved and provide input

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Marcelo Suárez-OrozcoChancellor

strategic planning kickoff

Documents