STUDENT LIFE

As noted, the ten commitments described in the preceding pages grew directly out of the strategic planning process conducted by the University between 2005 and 2007. While these commitments are both general and aspirational, the strategic planning process has continued through to the next logical step: translating these commitments into a number of specific, actionable, and realizable goals, which reflect key institutional choices.

The eight goals include:

1. Strengthening the quality of the faculty.

One way that we’ll meet this goal is by ensuring that our hiring, promotion, and tenure criteria and processes, as well as our annual reviews, are closely aligned with our goals.

But more needs to be done, as well. As we continually increase the profile of our faculty in research and scholarship, we will have to increase faculty compensation and benefits to remain competitive with our peer institutions. Housing costs in the Boston area have risen to uncomfortably high levels; we have to find ways to help our young teachers and scholars (especially those with families) put down roots in New England.

Implementing a long-term plan for increasing faculty compensation through enhanced operational efficiencies and fundraising is one of the most important components of our plan.