Review of 'Looking Toward the Year 2000'

University earns high marks for reaching 5-year goals

As Brown entered the 1990s, it found itself facing severe budget constraints and hurdles, including $55 million in pressing deferred maintenance needs, low salaries for full professors compared to other Ivy schools, critical needs in the library system and soaring health care costs.

In order to achieve its highest priorities in the face of such challenges, University administrators and others devised a long-term plan. Budget adjustments begun in 1990 were followed in February 1992 by "Looking Toward the Year 2000," a strategic planning document that would guide the University through 1996. The two-volume report outlined a variety of goals and 515 action items.

Did Brown accomplish what the strategic plan set out to do? To a great extent, yes, according to a report issued by Brian L. Hawkins, vice president for academic planning and administration.

Of the 515 action items, 97 percent have been accomplished, according to the report. "If one looks at the percentage of action items achieved by administrative unit, one sees that the percentage of accomplishment ranges from 85 percent to 100 percent," Hawkins wrote. "Academic units achieved 92 percent, the academic and support services units achieved 97 percent, and the administrative units achieved 98 percent of all the action items set out for their respective areas. This consistency in the level of accomplishment for all areas reflects positively on the overall process and the level of achievement and productivity across the University during this past five-year period."

The report also credited the Campaign for the Rising Generation for its important role in funding many of the priorities set out in the strategic plan.

Some of the achieved action items:

Developed a plan to decentralize departmental budgets, increasing departmental autonomy but maintaining strong coordination by the central administration (Dean of the Faculty).
Implemented the University Courses Program, designed to consolidate and enhance Brown general education offerings (Dean of the College).
Modified the method of charging grants to reduce costs and enable more graduate students to be supported (Dean of the Graduate School and Research).
Developed and implemented models to track distribution of academic, geographic and cultural diversity (College Admission and Financial Aid).
Implemented kosher and hallal meal plans (University Chaplaincy).
Implemented Josiah, the Brown University Library Online Catalog, providing access through he network to more than 70 percent of the Library's holdings (Library).
Developed and implemented a complete networking plan with local area network support for the campus, including the initial phases of dormitory access (Computing and Information Services).
Incorporated Brown University Sports Foundation within the University (Athletics).
Developed in conjunction with other groups on campus a system of mediation (Student Life and Health Services).
Conducted a field survey to determine additional alumni attitudes in connection with the Brown Fund Task Force (University Relations).
Organized fund-raising staff to place maximum number of staff in the field working directly with volunteers, donors and prospects (Development).
Upgraded 65 percent of the freshmen dorms (Residential Life).
Opened 6,300 square feet of new retail street and mezzanine space in the Brown Office Building in spring 1993 to provide expanded book, academic supply and related services (Bookstore).
Conducted student surveys on menu preferences and service standards; evaluated responses and took appropriate action (Food Services).
Held University-wide awards breakfast for 700 support staff in conjunction with National Secretaries Day (Administrative Issues).
Developed a database that lists repair and maintenance projects by customer/senior officer, which allows each senior officer to establish priorities for funding maintenance and repair projects for buildings within that administrator's purview. (Physical Plant)

"During the past five to six years, virtually all of Brown's financial indicators have improved, as reflected in the bond rating for Brown increasing from Aa to Aa1, the highest level ever achieved by the University," Hawkins wrote. "Brown's financial position is stronger, and the institution is better positioned to handle difficult downturns in revenue sources, because of the many plans, corrections and actions taken during the past five years."

As the University enters a new phase of long-range planning, Hawkins's report will help determine which unaccomplished items should be considered priorities and which unfunded priorities should be carried into the next phase of planning.