The campus strategic planning process will be structured around four key areas – determining which issues and challenges in the world our academic enterprise is uniquely suited to address, creating a transformative student experience, identifying optimal enrollment levels, and building a strong financial model – representing, broadly, the topics of greatest concern to the campus. Each of these areas will be explored in depth by a working group of 10-12 members of the Berkeley community selected for their expertise and knowledge of the campus, and representing a diversity of disciplines. Each group will be co-chaired by a dean, vice chancellor, or vice provost as well as a representative of the faculty chosen from or recommended by Senate leadership.

In addition to leading their individual groups, the co-chairs of the four groups will also form the membership of a larger Strategic Planning Steering Committee, itself co-chaired by Haas School of Business Dean Rich Lyons and Academic Senate Division Chair Lisa Alvarez-Cohen. Vice Chancellor for Equity and Inclusion Oscar Dubón will serve as an at-large member of the Steering Committee and an ex-officio member, along with Dean Lyons and Chair Alvarez-Cohen, of each of the four working groups. Given that the topics addressed by the four working groups necessarily overlap and influence one another, a critical function of the Steering Committee will be to integrate the recommendations and conclusions that emerge from individual groups.

Campus input will be sought continually throughout the process, by means of presentations and Q&A at open campus town halls, Academic Senate committees and Divisional meetings, Council of Deans and Chair’s Forum meetings, ASUC and Graduate Assembly meetings, and meetings with staff and alumni representatives.

At the conclusion of the strategic planning process, the four individual groups’ input will be integrated by the Strategic Planning Steering Committee into a short guiding document, which will be submitted to the chancellor and made available to the public.

Establishing Berkeley’s signature initiatives — What are the critical issues and challenges facing our state, our nation, and our world that Berkeley is uniquely suited to address and solve?

Topics to be addressed: identification of signature initiatives that Berkeley is uniquely suited to address; options for differential growth to support pursuit of these challenges; opportunities for increasing and leveraging interdisciplinarity; role and evolution of comprehensive excellence.
Working group membership

Creating a transformative student experience — What investments and changes in our instructional and co-curricular programs would have the most impact on the quality of our students’ experience?

Topics to be addressed: curricular and co-curricular programs that would improve the experience of both undergraduate and graduate students (including post-docs); specific issues (e.g., lack of housing) currently affecting students; creating a supportive and inclusive campus climate (including morale of staff, students, and faculty); role of technology in improving student outcomes and instructional quality.
Working group membership

Identifying optimal enrollment levels — Accepting that enrollment growth is not entirely within the campus’s control, what do we see as the preferred enrollment level for Berkeley and how should this enrollment be distributed?

Topics to be addressed: ideal size and rate of growth; student mix by level; diversity; infrastructure needed to support higher levels of enrollment; faculty needs to support enrollment, including mix of ladder and non-ladder faculty; role of technology and alternative education delivery models in accommodating increased demand and reaching out to new populations.
Working group membership

Building a strong financial strategy — What strategies can Berkeley adopt to foster a strong financial model with diminishing public investment and an evolving diversity of revenue sources?

Topics to be addressed: needs for capital vs. operating budget; fundraising; financial expectations, incentives, and fiscal discipline for individual units; role of professional schools; role of self-supporting programs; revenue generation in a higher education setting.
Working group membership

Upcoming events