University Strategic Planning Initiative Progress Update

This webinar featured David Quigley, Provost, and Michael Lochhead, Executive Vice President, discussing the progress of the strategic planning work at the University. They shared insights on emerging themes, key challenges, and the strategic directions set in 2006 to establish Boston College's position in liberal arts education, student formation, research commitments, natural sciences, professional schools, international networks, and Catholic theology. The assessment phase involved over 200 participants reflecting on the university's mission and inclusivity. High-level schedule details the completion of the assessment process and the upcoming feedback and development stages with faculty, staff, students, alumni, and the broader community engagement.

• University
• Strategic Planning
• Progress Update
• Webinar
• Assessment

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1. This webinar featured David Quigley, Provost, and Michael Lochhead, Executive Vice President. Periodically, the University embarks on a strategic planning initiative, stepping back to reflect on its mission and core values as well as challenges and opportunities. This webinar focused on the progress of the strategic planning work to date and senior leadership shared their thoughts about emerging themes and key challenges. 1

2. UNIVERSITY STRATEGIC PLANNING INITIATIVE November 15, 2016

3. 2006: SEVEN STRATEGIC DIRECTIONS 1. Establish Boston College as the leader in liberal arts education among American universities. 2. Develop and implement a student formation program that will be a contemporary model for colleges and universities committed to student formation. 3. Identify and support selected research commitments that will achieve excellence and distinction in addressing urgent societal problems. 4. Identify and commit targeted resources to selected natural sciences emphases that will establish Boston College among the leaders in these areas. 5. Build on the strengths and reputations of Boston College s professional schools to establish leadership in critical professional areas. 6. Become a significant intellectual and cultural crossroad by leveraging Boston College s international resources and partnerships, and its Jesuit and Catholic networks. 7. Become the world s leading Catholic university and theological center. 3

4. USPI STEERING COMMITTEE 4

5. USPI ASSESSMENT PHASE 9 Academic, 8 Administrative, 7 Cross-Divisional Committees Over 200 faculty, students and administrators participating in the assessment process Tasked with reflecting on major changes over the past ten years, and assessing our current state in light of our Catholic, Jesuit mission and our commitment to creating a welcoming, inclusive community 5

6. HIGH-LEVELSCHEDULE Assessment process: completed June 2016 High level of engagement from all 24 teams June Steering Committee retreat surfaced key themes and concerns Fall: feedback and development BC faculty and staff (Convocation, town halls) Students (roundtable, website) Alumni (Leadership Board, AHANA Alumni Council, WEBINAR) Broad community: http://bc.edu/uspivoices Board of Trustees (Executive Committee, full Board) 6

7. ENGAGINGTHECOMMUNITY: REFININGTHEVISION Convocation: 8/30 September ExC Follow-up letter from USPI co-chairs: 9/14 BC Chronicle article: 9/15 9/27 SC BoT October Faculty / Staff Town Halls: 10/5 UGBC Student Roundtable: 10/5 Comment solicitation via website 10/5 to 11/15 Alumni Association Leadership 10/21 11/1 November SC ExC AHANA Alumni Council 11/11 ALUMNI WEBINAR 11/15 December Listening Sessions: mid-October to mid-November Series of meetings with selected faculty, staff, and students Each focused on one emerging focus area 12/5 BoT SC 7 Feedback Website: bc.edu/uspivoices

8. ASSESSMENTS: ACHORUSOFVOICES 8

9. PLANNINGFORBOSTONCOLLEGESFUTURE: EMERGING THEMES The transformation of individuals and society Integration, interdisciplinarity, collaboration Formation of students, faculty, and staff Research and scholarship that advances the common good International/global orientation Advancing the Mission The centrality and importance of undergraduate liberal arts education Ongoing commitment to selected graduate/professional areas A center for dialogue between faith and culture 9

10. PLANNINGFORBOSTONCOLLEGESFUTURE: CHALLENGES Trends in student demographics Boston s high cost of living Student financial aid BC s educational and administrative technology platforms Space Challenges, Internal and External Careerism and economic pressures Resources: disparity between BC and our peers Cost of new facilities and current/future maintenance The rise of online graduate educational delivery systems 10

11. UNIVERSITY STRATEGIC PLANNING INITIATIVE Feedback: bc.edu/uspivoices