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Overview

Although we cannot predict the future, we can identify the values and principles that unite us, and we can create shared goals and targets that will help us align our work to achieve new degrees of excellence. In August 2020, Chancellor Juan Sánchez Muñoz asked Executive Vice Chancellor and Provost Gregg Camfield to lead the university’s first comprehensive strategic planning process to integrate the various efforts across campus to produce goals and strategies to guide UC Merced’s development over the next 10 years.


Why is this important?

This is a critical time for UC Merced, and this planning effort will be a reminder of how far we’ve already come and a roadmap for where we will go next. Our past has been remarkable, and we know our future is brighter still. Our university community refuses to wait until the pandemic lifts or until we have complete fiscal clarity in order to answer this new challenge: What’s next?

The strategic plan’s charge is to imagine what UC Merced will look like in 2030, as we near 15,000 students and fulfill the promise of this campus to bring prosperity to the Central Valley. The draft strategic goals and objectives put forward here represent our promise to realize our long-term aims as an institution, including achieving R1 status, while caring for our dedicated faculty and staff and serving our remarkable students so that they can create a better and more prosperous future for themselves, their families, their communities and the world. 

Key to the development of a campus plan is intentional engagement with partners and stakeholders, including but not limited to:  

  • Administrative staff
  • Senate and non-Senate faculty 
  • Academic Senate 
  • Academic appointees 
  • Undergraduate students
  • Graduate students 
  • Alumni 
  • Community members 
  • Trustees 

What informs the strategic planning process?

In our 15-year history, the campus has been engaged with a number of efforts to guide UC Merced’s transition from a startup institution to one that is maturing as it takes its rightful place among the nation’s best universities. The current strategic planning process builds upon a number of efforts, including but not limited to:

The Strategic Plan's draft goals and associated objectives draw from these resources to focus our work for the next decade on the core of our mission as a research university and our desire to progress on the path to R1. 

In addition, many divisions, departments and units throughout campus have developed and identified strategic plans and other guiding documents. These documents and resources are valuable points of reference and information that are key in developing the campus strategic plan. 


Strategic Plan Outcomes

The strategic plan, which will be implemented in Fall 2021 and take us to 2030 and our 25th year of operation, will:

  • serve as “North Star” for campus;
  • align and unite efforts across campus in support of shared goals;
  • guide resource allocation; 
  • communicate our intentions to all stakeholders; and
  • facilitate philanthropy.

To do so, the plan will include:

  • goals addressing our academic and research missions and student success;
  • enrollment growth to 15,000 by 2030;
  • 3-, 5- and 10-year targets for achieving our goals; and
  • the infrastructure and financial plan needed to achieve the goals.

Process & Timeline

 
Date Event
Spring 2020 Joint Council endorses formation of a Strategic Planning Advisory Group to develop for Joint Council’s consideration: a strategic planning process and a related governance and organizational/committee structure for implementing the process.
Summer 2020 Advisory Group completes proposal.
Fall 2020 Strategic Planning initiated.
Spring 2021 Strategic Plan completed.
Summer - Fall 2021 Administrative division strategic plans aligned to campus goals. Strategies integrated into administrative division plans. Campuswide budget call.
Spring 2022 Resources allocated to campus divisions to support plans.

Governance and Execution

Two commmittees have been established to oversee and execute, respectively, the strategic planning process.

Strategic Planning Governance Committee (SPGC)

The SPGC is charged with providing guidance for and oversight of the 2020-21 strategic planning process. This includes:

  • advising on the planning process;
  • authorizing the stakeholder engagement process, including draft goal language and engagement questions;
  • advising on the plan’s content, following input from the engagement process;
  • authorizing, for review by the campus community, the complete draft plan;
  • reviewing and recommending to the EVC/provost, for recommendation to the chancellor, the final, campus-reviewed strategic plan; and
  • establishing a Planning Task Force (PTF) to coordinate and implement the process by which the plan is developed.

Roster 

  • Gregg Camfield (Chair), Executive Vice Chancellor and Provost 
  • Ed Klotzbier, Vice Chancellor and Chief External Relations Officer 
  • Dania Matos, Associate Chancellor and Chief Diversity Officer  
  • Charles Nies, Vice Chancellor of Student Affairs 
  • Jeff Gilger, Dean of the School of Social Sciences, Humanities, and Arts 
  • Haipeng Li, University Librarian 
  • Kurt Schnier, Associate EVC/Provost, Academic Planning and Budget 
  • Tanya Golash-Boza, Professor, Sociology, School of Social Sciences, Humanities and Arts
  • Ajay Gopinathan, Professor, Physics, School of Natural Sciences 
  • Sarah Kurtz, Professor, Materials Science and Engineering, School of Engineering 
  • Patti LiWang, Professor, Molecular and Cell Biology, CAPRA Chair 
  • Safeeq Khan, Assistant Adjunct Professor & Assistant Cooperative Extension Specialist, Non-Senate Faculty 
  • Iris Ruiz, Non-Senate Faculty 
  • Yesenia Curiel, Director of the CARE Advocacy Office, President, Staff Assembly  
  • Naheed Akbari, ASCUM Representative   
  • Taylor Fugere, GSA Representative  

Planning Task Force  (PTF)

The PTF is charged with managing and facilitating the planning process. This includes:

  • developing and executing the stakeholder engagement strategy;
  • developing and implementing a campuswide communications strategy;
  • drafting goals for campus consideration;
  • drafting the strategic plan following input from stakeholders and the SPGC; and
  • establishing and managing cross-coordinate subgroups to execute key aspects of the PTF’s work.

Membership

  • Jessica Duffy, Business Architect, Center of Institutional Effectiveness
  • Gerry Elizondo, Chief of Staff and Assistant Vice Chancellor of Finance and Administration  
  • Anthony Garrison-Engbrecht, Senior Advisor and Chief of Staff, Division of Student Affairs  
  • Laura Martin, Assistant EVC/Provost, Academic Planning and Institutional Assessment  
  • Maria Ramirez Loyola, Graduate Student, Representative, Office of Equity, Diversity and Inclusion  
  • Jessica Gardezy, Director of Internal Communications
  • Jim Chiavelli, Assistant Vice Chancellor, Marketing, Public Relations and Signature Events

How do I participate?  

The strategic planning process continues throughout the spring 2021 semester, with a draft strategic plan to be made available for campus review and feedback in late spring.

We will reach out via campus announcements when the draft strategic plan is ready for community review.

Questions or suggestions? Contact strategicplanning@ucmerced.edu.