Office of the Chancellor

V. Components of the Multi-Year Plan
     B. Expenditures
          (1) Major Initiatives $7.0 M
              (c): Advising and Retention - $ 0.5M

In order to provide better advising and retention services to all students, and in particular to the large population of undeclared majors, a new University Advising Center has been configured from the former CASIAC. Currently, an ad-hoc committee is studying ways in which we can better integrate advising and student support services within Academic Affairs, currently delivered by the UAC, the Center for Counseling and Academic Development (CCAD), and the Learning Resources Center. There is also a need to provide greater synergy between these units and other advising and support units with a particular focus on students of color. These include the Committee for the Collegiate Education of Blacks and other Minority Student (CCEBMS), the Bilingual Collegiate Program (BCP), and the United Asian Learning Resources Center (UALRC). There could be advantages in joining these offices within a single advising structure reporting to the provost. A broadly constituted committee will be assembled to study and recommend the best approach. Whatever structure we decide upon, it is essential that there must continue to be a special focus on students of color and others with special needs.

A new unit for the Support of Graduate Students should be formed, as recommended in the Strategic Plan for the Vice Chancellor for Research, Graduate Education and Economic Development, by consolidating various activities in the Graduate School.

Enrollment Management Strategies should continue to be developed to foster a solid match between students interests and abilities and the Universitys Academic Offerings. Significant progress has already been made since the launching of our Enrollment Management Initiative in March 1995. With leadership from Student Affairs, the implementation of new enrollment management practices has been broad in scope, with an integrative and connected style of work that cuts across all executive areas. This is an example of the synergy that is so important to the success of the University.

A comprehensive Student Assessment Program must be developed, expanding on the current capacity in the Office of Planing and Assessment. Such assessment is an integral part of good strategic planning, as assessment is built back into the subsequent iterations of plans to improve measurable outcomes.

David K. Scott was Chancellor of the University of Massachusetts Amherst, 1993-2001. This is an archive of the Chancellor's Web site during his tenure.
V. Components of the Multi-Year Plan B. Expenditures (1) Major Initiatives $7.0 M (c): Advising and Retention - $ 0.5M In order to provide better advising and retention services to all students, and in particular to the large population of undeclared majors, a new University Advising Center has been configured from the former CASIAC. Currently, an ad-hoc committee is studying ways in which we can better integrate advising and student support services within Academic Affairs, currently delivered by the UAC, the Center for Counseling and Academic Development (CCAD), and the Learning Resources Center. There is also a need to provide greater synergy between these units and other advising and support units with a particular focus on students of color. These include the Committee for the Collegiate Education of Blacks and other Minority Student (CCEBMS), the Bilingual Collegiate Program (BCP), and the United Asian Learning Resources Center (UALRC). There could be advantages in joining these offices within a single advising structure reporting to the provost. A broadly constituted committee will be assembled to study and recommend the best approach. Whatever structure we decide upon, it is essential that there must continue to be a special focus on students of color and others with special needs. A new unit for the Support of Graduate Students should be formed, as recommended in the Strategic Plan for the Vice Chancellor for Research, Graduate Education and Economic Development, by consolidating various activities in the Graduate School. Enrollment Management Strategies should continue to be developed to foster a solid match between students interests and abilities and the Universitys Academic Offerings. Significant progress has already been made since the launching of our Enrollment Management Initiative in March 1995. With leadership from Student Affairs, the implementation of new enrollment management practices has been broad in scope, with an integrative and connected style of work that cuts across all executive areas. This is an example of the synergy that is so important to the success of the University. A comprehensive Student Assessment Program must be developed, expanding on the current capacity in the Office of Planing and Assessment. Such assessment is an integral part of good strategic planning, as assessment is built back into the subsequent iterations of plans to improve measurable outcomes. Table of Contents Next \| Diversity and Multiculturalism