Current & On-going USM Strategic Initiatives:
UMS Board of Trustees Goals & Actions- In January 2012, UMSTrustees approved a comprehensive new set of goals and actions to move the University System quickly forward in the areas of program and workforce development, cost control, and student success. The University of Maine System Board of Trustees endorses [these] actions and directs System and University leadership to implement them in order to move quickly forward in key areas of program and workforce development, cost control, and student success. The Trustees recognize that much work has been done and is in process. These directives are intended to focus that work and to enhance current University efforts.
- New Challenges New Directions - University of Maine SystemNovember 16, 2009. During the past six months, the University of Maine System has undergone a rigorous and public assessment of its finances, its current performance, and its ability to meet the changing needs of Maine people as it faces an unprecedented financial challenge. The “New Challenges, New Directions” initiative looked closely at both costs and opportunities in three broad arenas: Administrative, Student, and Financial Services; Academic Programs and Services; and Structure and Governance. Stakeholder work groups were formed, with representation from all seven universities and their communities. National consultants and experts were utilized to provide insight on best practices and the experience of other states. The work group reports have been invaluable in providing the UMS Board of Trustees with information, analysis, and recommendations that support this plan. ...
The conclusions of this study are clear: the University of Maine System is a strong university system, but it must both resolve its financial issues and improve its performance in order to continue adding value to Maine in the years ahead. More than ever, the University of Maine System must play a critical role by serving more students more efficiently, strengthening a state economy which is becoming increasingly based on knowledge, research, and high-level skills, and supporting a society that depends on a well-informed and engaged citizenry. To be successful, we must work together more as a system rather than simply as a collection of seven separate universities.
The work described in this plan prioritizes, organizes, and establishes action benchmarks against which to measure the implementation of the recommendations contained in the three arena reports, plus a small number of additional recommendations brought forward in the public comment period.
- The Southern Maine Imperative I and II October 2000 and February 2008 "The University of Southern Maine Board of Visitors conducted a series of interviews and focus groups with business and civic leaders in southern Maine, assessed implementation by the University of the six recommendations in our 2000 Southern Maine Imperative, and based on our findings from both activities, prepared a new set of recommendations directed at the University, state government, the UMS Board of Trustees, and the southern Maine community."
- University of Southern Maine Enrollment Plan 2011-2015- This plan, published in June 2011, includes enrollment projections and market analysis; goals for recruitment, retention and graduation; planning assumptions, goals and strategies; and recommended actions. The 6 Goals of this Plan follow the Growth Opportunities revealed in the environmental scan and incorporate the Planning Assumptions and Principles. These goals reinforce USM’s commitment to educating an already diverse student body in service to the workforce needs of 21st century Maine and the surrounding region. The report identifies specific actions with responsibility and timeframe to achieve each goal.
- Undegraduate and Graduate Adult Student Market Analysis -Key Findings- Recommendations- University of Southern Maine commissioned Aslanian Market Research to conduct a comprehensive market analysis of demand for undergraduate and graduate adult student education. The analysis would allow the University to ensure that institutional policies, practices, and programs that serve adult students are responsive to changing needs and demands of prospective undergraduate and graduate adult students who live, work, and study within the University’s service area.
Data was gathered during the spring and summer of 2011 using a study area based on a 50-mile radius around each of the University’s campuses -- in Gorham, Lewiston-Auburn, and Portland. The detailed findings in the Analysis report are summarized in the Key Findings
The Gorham Task Force - President Botman appointed this 17-member group in September 2011 to develop recommendations that can help USM create a more engaging and vibrant living and learning environment on our Gorham campus. This task force, consisting of faculty, staff and student representation, met weekly through early November and delivered what the President characterized as a thoughtful and realistic approach to achieving that goal. In presenting it, the Task Force said this report is not a strategic plan but a foundation upon which to develop and implement initiatives that will help USM attract more students to Gorham and retain them.
- Strategic Plan for Research, Scholarship, and Creative Activity - to develop a five year strategic plan for research and scholarship at the University of Southern Maine. ... focus needs to be applied research and scholarship that meets the needs of the local/state community, economy, and businesses and/or enhances classroom knowledge. Thus, the intent of the plan is to be a functional document that clarifies the role that research and scholarship play at USM and in our community, and to create a blueprint for future growth in our research culture and infrastructure.
- Student & University Life Plan 2011-2015 - Strategic Priorities, Key Strategies and Actions - The Division of Student & University Life Leadership Team developed this strategic plan, published in June 2011, to prioritize, organize and establish measures of success for our work for the next four years (2011-2015). The plan development was informed by and created within the context of the goals set out in U.S.M.’s Enrollment Plan. It is built around three strategic priorities: to enhance and add value to the student experience through engagement in University Life and applied learning opportunities, to cultivate a diverse, respectful, safe and healthy learning community, and to provide personalized academic, developmental and life-skills support and services to ALL student cohorts. The Plan identifies thirteen key strategies with specific actions, leadership, and timeframes to achieve each priority.
- External Programs - the College of Science, Technology, and Health's Department of External Programs provides outreach to area business and industry. These efforts include both on- and off-campus training and development programs, a variety of workshops, seminars, courses, and certificate programs at locations throughout the state designed to meet the specific needs of companies and their employees.
- Online Maine - The short-term OnlineMaine work group was formed to provide recommendations to Chancellor Pattenaude and President Handley on how best to revise and refine the business model for OnlineMaine to reflect the last round of input from the campuses. This was to include the topics of the range of services provided, location of services (there can be outsourcing to campuses), phasing in of services, priorities of service provision, budget levels and e-tuition (or other funding model).