A Vision for the Future 2018-2023 Campus Strategic Plan

Resource Planning

Campus in Fall

Resource
Planning

Prudent financial management in the past has placed the campus on solid footing despite the year-to-year uncertainties of state funding. Through both the campus and university system efficiency and effectiveness initiatives, we have been able to make internal allocations to improve quality in spite of minimal increases in state appropriation. The campus is committed to continuing to invest in quality enhancement. However, such improvements are likely to be insufficient for us to maintain our positive momentum. In order to move into the ranks of the top 20 public research universities, significant additional investments will need to be made in faculty and staff, facilities, and student support. Those investments will require both additional public and private investments and the development of new revenue sources by the university.

ACTION STEPS

  1. Leverage information technologies and analytics to make evidence-based allocation of human, fiscal, and space resources.

  2. Set and achieve aggressive growth targets for online and hybrid courses and programs that are fully consistent with UMass Amherst quality standards.

  3. Expand offerings in continuing and professional education, professional and accelerated master’s degrees, and executive education/training programs in new markets, including inside Route 128.

  4. Expand efforts to improve efficiency and effectiveness across campus, including expanded use of business analytics and broadening our partnerships with the UMass System, industry, and others.

  5. Become an exemplar for energy efficiency, conservation, and resiliency.

  6. Launch another comprehensive fundraising campaign, building on the success of the UMass Rising Campaign to expand support for scholarships, endowed faculty, academic programs, and facilities.

  7. Mount an advocacy campaign in support of a top 20 operating funds investment by the state to bring per-student spending to the 75th percentile of peer institutions.

  8. Through internal allocation, state capital appropriation, philanthropy, and public/private partnerships, sustain the physical campus through reducing deferred maintenance and aligning physical assets with strategic programmatic priorities.

  9. Increase incentives to encourage quality enhancement, revenue growth, and increasing efficiency.