Goal: Ensure our enduring success as a globally recognized comprehensive research university.
Rationale: Ensuring continued success as a globally recognized comprehensive research university requires maximizing responsible, transparent, agile, and efficient use of existing resources while concurrently expanding revenue-generating initiatives aligned with our strategic vision, mission, and goals.
1. Continually improve campus infrastructure to increase efficiency and mitigate environmental impacts
| Strategies | |
|---|---|
| Strategy 1 | Address deferred maintenance and identify opportunities for modernization |
| Strategy 2 | Ensure physical infrastructure supports the evolving needs of the university |
| Strategy 3 | Reduce the negative environmental impact of our campus operations and contribute positively to research and education in sustainable practices |
Metrics
$1.77 billion
Deferred Maintenance
(cost of capital investment to return buildings to original state, not including code upgrades, sustainable energy systems, etc.) (2024)
1.84 million GSF
Total LEED-certified square footage through 2023
$177 million
Average annual capital investment since 2013
(2024)
103,435 MTCDe
Scope 1 carbon dioxide emissions
(2024)
9,844 MTCDe
Scope 2 carbon dioxide emissions
(2024)
1,778.58/11,077.38/1,922.86 MTCDe
Scope 3 carbon dioxide emissions
Student and Employee Commuting / Directly Financed Air Travel / Solid Waste (FY24)
75.29 score, Gold Rated
Sustainability tracking, assessment and rating score
(STARS, through 2026)
In Process
University-Scheduled classrooms: student experience
(Composite score, 1-5)
In Process
Total campus square footage
In Process
Total campus square footage heated
In Process
Total campus square footage cooled
2. Provide a desirable and fulfilling workplace
| Strategies | |
|---|---|
| Strategy 1 | Attract, retain, and develop talent |
Metrics
1,968
Employee attendance at workshops registered through Workplace Learning & Development
(FY2025)
In Process
Employee workplace satisfaction
365
Number of internal promotions (FY2025)
(staff)
134
Number of internal promotions (FY2025)
(faculty/librarian)
9.30%
Staff turnover rates
(FY2025)
3. Sustain the financial viability of the university
| Strategies | |
|---|---|
| Strategy 1 | Diversify and increase revenue sources, including sustained state appropriation |
| Strategy 2 | Continually assess allocation and utilization of existing and new resources in alignment with the mission and goals of the university |
| Strategy 3 | Increase engagement of UMass alumni and donors across regions, areas of affinity, industry, life-stage and giving levels |
| Strategy 4 | Examine equitable and efficient use of administrative processes |
Metrics
$561.8M
Accelerate Campaign Commitment
(Total through FY2025)
$114.8M
Total Undergraduate Scholarships
(AY2023 - 2024)
View all strategic plan goals and objectives
Ready to Get Started?
Submit a Project Consultation Request Form to let OIE know how we can help turn university objectives into meaningful outcomes. Please be prepared to provide details on the project, criteria for success, and any relevant timelines or capacity concerns.