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UMASS AMHERST
Strategic Action Plan For
Transformative Growth & Success
2016 - 2018
Process overview
 Current situation
 Mission & Vision
 Objectives
 Strategies
 Metrics
 Financials
 Threats & risks...
What keeps me up at night
 Cost of quality education
 Teaching and advising capacity
 Teaching lab renovation
 Cost of...
Upcoming Big Opportunities
 Rolling out Advanced Manufacturing and
Materials
 Finding synergies across Big Data
 Infusi...
Mission
Provide a best in the nation education in
science and math
leading to rewarding and impactful careers
Featuring:
...
Vision
 Students receive a nationally recognized, premium
science and math education
 This education is provided through...
Our academic reputation outside
of our scholarly disciplines
Objectives
1. Transition to a better understanding of and a
more sustainable approach to cost/quality
decision-making
2. I...
Improving quality/lowering costs of
instruction
 Section offerings
 Course offerings
 Course completion rates
 Curricu...
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
CNS un...
Student credit hours and
organized class sections / FTE
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
2004 2009 2010 2...
Departmental variation in organized class
sections per tenure system faculty
0.97
0.71
1.23
1.77
1.10
1.31
1.51
1.73
0.98
...
Maximizing every possible minute of tenure-track class
sections and credit hours is not optimizing the balancing
act of de...
1A. Transition to a more sustainable cost- & quality-oriented
approach to teaching, research & societal impact
 Restructu...
1B. Transition to a more sustainable cost- & quality-oriented
approach to teaching, research, & societal impact
 Develop ...
Objectives
1. Transition to a better understanding of and a more
sustainable approach to cost/quality decision
making
2. I...
2A. Improve academic reputation
 Make a commitment to a continuing upgrade of teaching laboratories at
$1MM a year within...
2B. Improve academic reputation
 Assess advising at the college and departmental level in the
AY15/16 to identify strengt...
2C. Improve academic reputation
 Utilize funds from CNS restructuring, strategic investment,
new donor relationships, & g...
Objectives
1. Transition to a better understanding of and a more
sustainable approach to cost/quality decision-
making
2. ...
3A. Make the UMass tuition cost advantage more
visible and more tangible for science students
 Identify and be listed in ...
3B. Make a stronger connection between a CNS
education and the student priority of “good jobs”
 Establish an office of pr...
3C. Prepare graduate students for multiple
career options
 Career preparation:
 Identifying and exploring career paths; ...
Objectives
1. Transition to a better understanding of and a more
sustainable approach to cost/quality decision-
making
2. ...
4A. Expand external relationships with
government, industry, alumni, K-12
 Increase development of external partnerships ...
4B. Expand external relationships and funding
 Increase pre- and post-award grant support across
the college
 Build rese...
 On-line science education training
 Science Education On-line
 Develop blended programs for teacher training
 Pre-ser...
Expansion of the interactions with alumni and the Advisory
Board to focus on:
Relationships with companies who benefit fro...
Process Overview
 Current situation
 Mission an Vision
 Objectives
 Strategies
 Metrics
 Financials
 Threats & risk...
2015 CNS sources & uses profile
2015 year-end data
Engage Michael
and Ceil on
data
$-
$20,000,000
$40,000,000
$60,000,000
...
2015 Actual CNS
Sources & Uses
Plus forecasted GAP
In transformation to
additional staff, lab
upgrades and support
in 3-ye...
GAP EXPENDITURES $M/YR.
REPLACEMENT FACULTY STARTUP REPLACEMENT FACULTY FACILITIES
NEW FACULTY SALARIES NEW FACULTY STARTU...
Closing The Revenue GAP
Growth in SCH
Savings from Organization
Growth in CPE
Strategic Investment
Increased Philanthropy
...
The new budgeting process
 New Strategic Budget Allocation System intended to improve sound
decision-making
 Will bring ...
THANK YOU
ANY QUESTIONS?
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Cns Action Plan September 2016

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The CNS Action Plan was presented by Dean Steve Goodwin to faculty and staff at the 2015 annual State of the College.

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Cns Action Plan September 2016

  1. 1. UMASS AMHERST Strategic Action Plan For Transformative Growth & Success 2016 - 2018
  2. 2. Process overview  Current situation  Mission & Vision  Objectives  Strategies  Metrics  Financials  Threats & risks  Ability to deliver results  Call to action
  3. 3. What keeps me up at night  Cost of quality education  Teaching and advising capacity  Teaching lab renovation  Cost of quality research  Hiring new faculty  Retention of good faculty  Research lab renovation
  4. 4. Upcoming Big Opportunities  Rolling out Advanced Manufacturing and Materials  Finding synergies across Big Data  Infusing Energy, Climate, and Sustainability across the college  Catching the wave in Neuroscience and Cognitive Science  Strengthening discovery to translational research in Life Sciences
  5. 5. Mission Provide a best in the nation education in science and math leading to rewarding and impactful careers Featuring:  Mentoring from exceptional and accessible faculty  Participation in authentic learning experiences for all students  Involvement in innovative research and entrepreneurship
  6. 6. Vision  Students receive a nationally recognized, premium science and math education  This education is provided through mentoring from exceptional and highly accessible faculty  The underpinnings of this education is based on providing students with a wide range of authentic learning and research experiences  This vision is achieved through a cost and quality- oriented approach to teaching, research, and societal impact.
  7. 7. Our academic reputation outside of our scholarly disciplines
  8. 8. Objectives 1. Transition to a better understanding of and a more sustainable approach to cost/quality decision-making 2. Identify and implement viable ways to improve the academic reputation of CNS 3. Make the value proposition of a UMass Amherst science education more visible and more tangible for students 4. Expand external relationships with industry, government, alumni, K-12
  9. 9. Improving quality/lowering costs of instruction  Section offerings  Course offerings  Course completion rates  Curricular complexity  Faculty course loads
  10. 10. - 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 CNS undergrad majors and instruction Undergrad Total Majors FTE Instructed Students
  11. 11. Student credit hours and organized class sections / FTE 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 2004 2009 2010 2011 2012 2013 # S e c t i o n s / F T E TenureTrack Non-TenureTrack TeachingAssociates 0.00 0.50 1.00 1.50 2.00 2.50 3.00 2004 2009 2010 2011 2012 2013 # S e c t i o n s / F T E TenureTrack Non-TenureTrack 0 50 100 150 200 250 300 350 2004 2009 2010 2011 2012 2013 # S t u d e n t C r e d i t H r s / F T E TenureTrack Non-TenureTrack
  12. 12. Departmental variation in organized class sections per tenure system faculty 0.97 0.71 1.23 1.77 1.10 1.31 1.51 1.73 0.98 1.54 1.17 1.93 0.48
  13. 13. Maximizing every possible minute of tenure-track class sections and credit hours is not optimizing the balancing act of delivering an exceptional CNS educational experience. # Class sections Exceptional Education # Student credit hours Advising ResearchMentoring Faculty contribution to the student experience
  14. 14. 1A. Transition to a more sustainable cost- & quality-oriented approach to teaching, research & societal impact  Restructure the college by creating a School of Earth, Sustainability, & the Environment by fall 2016  Reorganize across the life sciences  Reorganize the graduate programs by Jan. 1, 2016  Create a unified first-year curriculum by spring 2016  Initiate discussions about opportunities in physical sciences & math with appropriate participants by Jan. 1, 2016  Create more reasonable teaching loads across all levels in AY15/16  Consider alternatives to current advising (have tentatively budgeted $1MM)
  15. 15. 1B. Transition to a more sustainable cost- & quality-oriented approach to teaching, research, & societal impact  Develop a plan by July 1, 2016, with a target to save $2MM in budget efficiencies within the first two years. Adding efficiency in running the college and executing actions within the university  Reduce duplication of courses  Allow us to make more broadly impactful hiring decisions  Develop more CPE classes including online with a target of 10 new courses per year.  Facilitate successful implementation of the new budget model.  Help everyone understand what the new process means, how it is intended to work, and why it is a benefit to them.  Develop cost / quality as a management tool to make good decisions and have an efficient use of resources.  Accomplish all actions with an efficient use of resources & defensible priorities
  16. 16. Objectives 1. Transition to a better understanding of and a more sustainable approach to cost/quality decision making 2. Identify and implement viable ways to improve the academic reputation of CNS 3. Make the value proposition of a UMass Amherst science education more visible and more tangible for students 4. Expand external relationships with industry, government, alumni, K-12
  17. 17. 2A. Improve academic reputation  Make a commitment to a continuing upgrade of teaching laboratories at $1MM a year within three years  Expand the off-campus opportunities for students to develop and practice research-centered skills, professional practice, and habits of mind  Define the data to track number of students by Jan. 1, 2016  Double the number of students with this experience in three years.  Provide unique authentic residential learning experiences beyond just the exceptional students including research projects, discovery labs, and honors theses  Define the data to track number of students by Jan. 1, 2016  Double the number of students with this experience in three years.  Get all stakeholders together by Jan. 1, 2016, to determine priorities and process of promoting targeted high profile programs  Environment and sustainability  Neuroscience  Institute of Applied Life Sciences
  18. 18. 2B. Improve academic reputation  Assess advising at the college and departmental level in the AY15/16 to identify strengths and areas needed for improvement. Analyze & take appropriate action on advisor/student ratio, counseling, and mentoring at an added cost of $1MM a year. Ensure consistency with provost’s campus- wide approach.  Improve all department websites on a three-year rotating basis to provide a comprehensive consistent message to undergraduates and make them more informative by including FAQ sheets, model pathways for advancement, etc.  Establish college-wide learning goals by June 2016  Increase the participation and perseverance of women and URM in STEM majors
  19. 19. 2C. Improve academic reputation  Utilize funds from CNS restructuring, strategic investment, new donor relationships, & grants to upgrade faculty, labs, and research.  Make a commitment to a continuing upgrade of research laboratories  Increase funding for retaining our best faculty.  Rebuild faculty numbers to be nationally competitive in the departments of Mathematics and Statistics, Physics, Chemistry, and Psychological and Brain Sciences. Achieving net increase of five new faculty per year by fall 2017
  20. 20. Objectives 1. Transition to a better understanding of and a more sustainable approach to cost/quality decision- making 2. Identify and implement viable ways to improve the academic reputation of CNS 3. Make the value proposition of a UMass Amherst science education more visible and more tangible for students 4. Expand external relationships with industry, government, alumni, K-12
  21. 21. 3A. Make the UMass tuition cost advantage more visible and more tangible for science students  Identify and be listed in all appropriate college ranking sites by Jan 1, 2016  Research: studies, surveys, and any other credible analyses of career income and success related to the cost and debt of private versus state university educations by September 2016.  Work with University Relations on some “science specific” initiatives
  22. 22. 3B. Make a stronger connection between a CNS education and the student priority of “good jobs”  Establish an office of professional development within the college for undergraduate students by December 2016.  Promote visibility of alumni who have impressive business and personal success and credentials and continually connect alumni to undergraduates and graduates. Work with the university alumni group (Evisors) as pioneers in the new advisor network.
  23. 23. 3C. Prepare graduate students for multiple career options  Career preparation:  Identifying and exploring career paths; job search  Communication:  Writing, publishing, presenting, and applying for grants and fellowships  Leadership and management:  Entrepreneurship, science policy, business skills  Teaching strategies:  Understanding and carrying out best teaching practices; developing a teaching portfolio
  24. 24. Objectives 1. Transition to a better understanding of and a more sustainable approach to cost/quality decision- making 2. Identify and implement viable ways to improve the academic reputation of CNS 3. Make the value proposition of a UMass Amherst science education more visible and more tangible for students 4. Expand external relationships with industry, government, alumni, K-12
  25. 25. 4A. Expand external relationships with government, industry, alumni, K-12  Increase development of external partnerships in research and funding with targeted businesses & organizations.  Reach out to state government as honest brokers of ideas and information  Grow involvement & visibility in Springfield.  Expand participation in STEM Ed Institute  Increase philanthropic giving
  26. 26. 4B. Expand external relationships and funding  Increase pre- and post-award grant support across the college  Build research and donor opportunities with business  Develop a process for exploring leading edge research directions for eventual faculty recruiting  Increased collaboration with TTO and UMII.  Follow up with ‘I-Corps’-like activities.
  27. 27.  On-line science education training  Science Education On-line  Develop blended programs for teacher training  Pre-service science education training for current student  On-campus science activities  Science Quest  Jump start programs for high school students  Student group outreach, coaching and mentoring in the school system 4C. Science and Math Literacy and Learning
  28. 28. Expansion of the interactions with alumni and the Advisory Board to focus on: Relationships with companies who benefit from the students we train. Listen carefully to their needs; deliver candidates who can become contributing professionals faster; save them money in training; and ramp up and earn incremental donations to fuel the program.  Broad development of the internship program  Relationships with students, parents and guidance counselors. Influence destination of choice at the right age 4D. Expand external relationships and funding
  29. 29. Process Overview  Current situation  Mission an Vision  Objectives  Strategies  Metrics  Financials  Threats & risks  Ability to deliver results  Call to action
  30. 30. 2015 CNS sources & uses profile 2015 year-end data Engage Michael and Ceil on data $- $20,000,000 $40,000,000 $60,000,000 $80,000,000 $100,000,000 $120,000,000 $140,000,000 Sources Uses 2015 - College of Natural Sciences Continuing Education Gifts/Endowment Allocations Sales and Services Indirect Cost Recovery State Appropriation Grants Reconcile to Sources total Equipment Information Tech Operational Scholarships Facilities Administrative Payroll DRAFT from Michael Fahey July 3..
  31. 31. 2015 Actual CNS Sources & Uses Plus forecasted GAP In transformation to additional staff, lab upgrades and support in 3-year strategic plan GAP Expenditures appear in CAPS in the legend 7/10/15 $- $20 $40 $60 $80 $100 $120 $140 $160 $180 Sources Uses PROFESSIONAL ADVISORS OTHER RENNOVATAIONS TEACHING LAB UPGRADES RETENTIONS NEW FACULTY FACILITIES NEW FACULTY STARTUP NEW FACULTY SALARIES REPLACEMENT FACULTY FACILITIES REPLACEMENT FACULTY STARTUP Continuing Education Gifts/Endowment Allocations Sales and Services Indirect Cost Recovery State Appropriation Grants Reconcile to Sources total Equipment Information Tech Operational Scholarships Facilities Administrative Payroll $38MM GAP
  32. 32. GAP EXPENDITURES $M/YR. REPLACEMENT FACULTY STARTUP REPLACEMENT FACULTY FACILITIES NEW FACULTY SALARIES NEW FACULTY STARTUP NEW FACULTY FACILITIES RETENTIONS TEACHING LAB UPGRADES OTHER RENNOVATAIONS PROFESSIONAL ADVISORS GAP expenditures to enhance the student experience, education, & outcome
  33. 33. Closing The Revenue GAP Growth in SCH Savings from Organization Growth in CPE Strategic Investment Increased Philanthropy Saving from Efficiency
  34. 34. The new budgeting process  New Strategic Budget Allocation System intended to improve sound decision-making  Will bring more fiscal control to the college level  Encourages cost containment, greater productivity, entrepreneurial ideas, development, fundraising, and more  Will position credit hour and enrollment shifts to better inform the budget allocation process.  Will run parallel budgeting in fiscal 2016 and transfer to new model in 2017  We need to put in place a cost /quality budgeting and decision making process that works for us regardless of the campus system
  35. 35. THANK YOU ANY QUESTIONS?

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