Vision 2.0 Implementation of the Strategic Plan

UMA 2016-2020 Revised Strategic Plan:
Transforming Lives: Student Success and Academic Achievement

Please find the regrounding work done during Fall 2017 in the Vision 2.0 Archive.

UMA 2016 – 2020 Strategic Plan (revised 2017)

Augusta – Fireplace Lounge*

Thursday, February 8, noon to 1pm
Wednesday, March 21, noon to 1pm
Wednesday, April 25, noon to 1 pm

Bangor – Eastport 124

Friday, February 9, noon to 1pm
Thursday, March 22, noon to 1pm
Monday, April 23, noon to 1pm

*Live streaming will be available during the Augusta Open Forums for those unable to attend in person.

If you have a disability which would limit your participation in this event, please contact Renee Letendre at to discuss your specific needs. Please do so no later than 5 days prior to the event to allow adequate time for appropriate arrangements to be made.

President Wyke’s Presentation PowerPoint from Forums on February 8 & 9 

Text only content from presentation – February 8 & 9

Proposals due: February 28, 2018

Programs of the Future: Request for Proposals

UMA 2016 – 2020 Strategic Plan (rev. 2017), Actions Supporting Key Strategies:

2.3       Pilot Academic Programs of the Future to align and enrich the learning experience for distance and on-site students through pedagogical design, technological platform, structured interviews, and assessment of learning outcomes, and provide faculty with incentives and support for pilot participation

UMA’s Programs of the Future initiative arises from our Vision 2.0 work in the fall of 2017.  The intent is to align and enrich the learning experience for distance and on-site students through pedagogical design, technological platform, structured interventions, and assessment of learning outcomes; and provide faculty with incentives and support for pilot participation.

The university is interested in piloting two academic programs that will develop an integrated and assessable curriculum that will focus on increasing student engagement and improving their academic success for students across the State of Maine.  To this end, we are requesting that academic programs (or pathways) who are interested in working to integrate, assess and invigorate their curriculum to provide students a seamless path to success at UMA submit a proposal to become a pilot for this initiative.

Successful pilot programs will work closely with instructional designers to develop new opportunities for student engagement, ensure that the program curriculum is ADA compliant, and to cultivate new modes of student interaction across modalities.

Interested academic programs should submit a two to three page narrative of the work they intend to do over the summer and in the academic year 2018-2019 to develop and improve their programs according to the following criteria.  Programs should also submit a faculty signature sheet indicating faculty willingness to participate face to face in this initiative.  Programs who successfully compete to be a pilot will receive

  • Funding for stipends and for professional development (see budget section of proposal)
  • Part time AA support
  • Two instructional designers assigned to support the program in their work over the summer and during the 2018-2019 academic year.

Criteria for evaluation of RFPs

Programs will be selected using the following criteria.  Please describe how you plan to address these criteria in your narrative.


  • Potential for a significant increase in enrollments.
  • Assessment plan.
  • Development of new civic engagement/ service learning/ or experiential learning opportunities for students.
  • Flexible delivery of the program.
  • Increase in student engagement, including engagement between students and faculty, students and students and students with the curriculum.
  • Development of structured interventions within the program to support student success.


  • Use of a variety of modalities (including live, online, videoconference and delayed viewing).
  • Inclusion of adjuncts in the planning and development of the programs (stipends will be available to compensate adjunct faculty for their time).
  • Description of differentiation of the program or uniqueness of the program within the University of Maine System.
  • Inclusion of general education faculty to ensure that general education courses offered to students in the program are consistent in content and design with program based courses.
  • Incorporation of First Year Experience initiatives into the redeveloped program.
  • Inclusion of international perspectives, student research and creative activity.


Proposals are due on February 28, 2018 by close of business to the Office of the Provost.  Proposals will be reviewed by the academic administration with notification of the pilot programs to occur by March 15.  Preparation work will begin over the summer of 2018 (with summer stipends available for faculty who participate) and continue during the 2018-2019 academic year.  The new curriculum and delivery modes will be made available to students starting in the fall of 2019.

Criteria for Success of the Pilot

By the end of the academic year of 2019, pilot programs should deliver to the provost’s office a narrative account of the work that has been done and the initial assessment findings.  This narrative should include a discussion of the following items.

  • Significant course and program redesign work completed, including technologies used for distance delivery and student interactions.
  • Alignment of program outcomes within the curriculum and an assessment plan for these outcomes. Initial assessment results would also be welcome.
  • General education alignment and delivery that matches the program courses.
  • Planned structured interventions at different times during a student’s progression through the program.
  • Updates made to the service learning/ civic engagement/ or experiential learning offerings of the program.
  • Discussion of the enhanced modalities of delivery of the curriculum
  • Discussion of the ways in which the program is informing all faculty, including adjuncts, of the pedagogical expectations from this redesign of the curriculum.
  • Inclusion of First Year Experience initiatives.
  • Discussion of improvements made in the areas of internationalization of the curriculum and inclusion of student research and/or creative activity.
  • Proposals to share this work to other faculty and programs within UMA.

Printable Request for Proposals information

Printable Programs of the Future Budget

UMA 2016 – 2020 Strategic Plan (rev. 2017), Actions Supporting Key Strategies:

1.2.3   Develop a Cyberspace Master Plan to provide all students with digital pathways to services and support


Sheri Fraser – Lead, Justin Hafford, Jodi Williams, Matt Dube, Haley Brown, Lauren Dubois, Brandy Finck, Sherri Brann, Tom Nickerson, Chip Curry, and Pierre Laot.


A draft of the plan will be completed by April 13th and available for campus-wide review and feedback.  The plan will be finalized by the close of the Spring 2018 semester.


The team may request support for professional development and professional services, including subject expertise and facilitation.


Investigate Best Practices

The team will investigate best practices in providing access to services for distance students.  Special attention to will be given to best practices that ease navigation, promote self-service, enhance interactions, remove barriers, simplify transactions, and improve access to services.

Conduct Focus Groups/Surveys

The team will conduct focus groups and/or surveys of a variety of distance students (online, sites and centers) to better understand service strengths, obstacles encountered and priority needs for services.

Assess Student Services

The team will work with campus student service providers to assess service requirements and determine the best manner to provide access to specific services for distance students.

Develop the Plan

Elements of the Plan to include:

  • Three to five-year vision for virtual delivery of concierge model services to current and prospective students at a distance
  • Prioritized outline of student services including a functional plan for each service outlining how students at a distance will be served and how the website and the portal will function as access points for services.
  • Tools needed to support the Plan
  • Detailed timeline for implementation by fiscal year
  • Detailed budget by fiscal year

Printable Cyberspace Master Planning Team Charter

Mission & Structure Team

UMA 2016 – 2020 Strategic Plan (rev. 2017), Actions Supporting Key Strategies:
2.1  Complete the full re-integration of University College into UMA to enhance UMA’s statewide mission

Areas of focus:

  1. Mission
  2. Structure
  3. UC Centers
  4. Finance & Facilities
  5. Opportunities

Membership:  Rebecca Wyke – Lead, Joe Szakas, Tim Brokaw, Jon Henry, Brenda McAleer, Deb Meehan, Lorien Lake-Corral, Rob Roper, BJ Kitchin (1 & 2), Sheri Stevens (4), and Tracy Rockwell (1, 2 & 3)

The Mission & Structure Team will provide general oversight over the UC Reintegration Process, including considering the recommendations of the other teams:  Marketing & Communications and Academic Support. The Team will explore the goals of the reintegration and oversee the development of mission statements, as appropriate, for various units.  The Team will consider the UMA distance education mission and the role of the UC Centers, and will explore new opportunities for distance education outreach, including but not limited to Lewiston Auburn College, Dexter K-16, and Skowhegan K-16.  The Team will consider any impact of the reintegration involving finance and facilities, and will advise the President on final recommendations for administrative structure.

Timeline:  Preliminary recommendations are due Friday, March 16th; Final recommendations are due Friday, April 13th.

Printable Mission & Structure Team Charter

Marketing & Communications Team

UMA 2016 – 2020 Strategic Plan (rev. 2017), Actions Supporting Key Strategies:
2.1  Complete the full reintegration of University College into UMA to enhance UMA’s statewide mission
3.3  Complete logo and brand change for the UMA campuses and UC centers

Areas of Focus:

  1. Branding
  2. Marketing
  3. Web & Publication Design
  4. Social Media & Communications

Membership:  Jon Henry – Lead, Domna Giatas – Lead, Brandy Finck, Brent Wooten, BJ Kitchin (2, 3 & 4), Joyce Blanchard, Deb Meehan and Dan Philbrick (1&2), Frear Hook, Jim Knight, Michelle Armes, and Manager of Digital Communications (3&4); consult with Lauren DuBois and IT as needed


Branding – Jon Henry, Domna Giatas, Joyce Blanchard, Deb Meehan and Dan Philbrick; consult with graphic design as needed

Working within the current logo design, the Branding sub-team will develop a plan for a consistent and universal UMA brand that includes the University College Centers.  This proposal will include a design that can be replicated for each center site.

Marketing – Jon Henry, Brandy Finck, Brent Wooten, BJ Kitchin, Joyce Blanchard, Deb Meehan and Dan Philbrick

The Marketing sub-team will develop a comprehensive plan for marketing UMA and the University College Centers as one unified entity.  Ideas and initial steps for introducing the reintegration to students and the public should be included.

Web & Publication Design and Social Media & Communications – Domna Giatas, Brandy Finck, Brent Wooten, BJ Kitchin, Frear Hook, Jim Knight, Michelle Armes, and Manager of Digital Communications.

The Web & Publication Design and Social Media &Communications sub-team will develop a structure for delivering web and publication design services, as well as a social media and communication integration strategy, and ensure timely responses to UMA and the University College Center needs.


  • Week of 1/29/2018 – Initial Meeting – All Team Members to review charge for Sub-teams
  • 1/29/2018 through 2/26/2018 Sub-team meetings
  • Week of 2/26/2018 – Check-in Meeting – All Team Members for preliminary plans/recommendations from Sub-teams
  • 3/5/2018 through 3/26/2018 Sub-team meetings continue
  • Week of 3/26/2018 – Report Back Meeting – All Team Members, Sub-teams present written plans

Printable Marketing & Communications Team Charter

Academic Support Team

UMA 2016 – 2020 Strategic Plan (rev. 2017), Actions Supporting Key Strategies:
2.1  Complete the full reintegration of University College into UMA to enhance UMA’s statewide mission

Membership Leads:  Joe Szakas, Brenda McAleer, and Greg Fahy

The Academic Support Team members will provide insight and guidance into the reintegration of academic support systems for all UMA students, whether on our two Campuses, enrolled at one of our eight Centers, or taking classes totally online.  The sub-teams will focus on their respective areas of integration, including how best to make use of resources – human, financial, and technological – to provide stellar support to students in all modalities.

Preliminary reports from the sub-teams will be due to the membership leads by March 16 and the final recommendations by April 13.

Sub-teams nominated to serve:

  1. Instructional Design (including Instructional and Media Support)

Joe Szakas, Greg Fahy, Brenda McAleer, BJ Kitchin, Marilyn Hudzina, Lauren DuBois,
Justin Hafford, Andrei Strukov, Steve Hatch, Frank Ellis, and Robert Bernheim

  1. Learning Support (including Center SSC Coordinator role)

Joe Szakas, Greg Fahy, Brenda McAleer, Sheri Fraser, Laurie Grant, Ian Magill, Jim
Bradley, Jeremy Bouford, Shelley Taylor, and Cindy Dean

  1. Library Services

Joe Szakas, Greg Fahy, Brenda McAleer, Ben Treat, Stacey Brownlie, Ann Delaney, Anne Fensie, Jodi Williams, and Rob Kellerman

  1. Writing Labs

Joe Szakas, Greg Fahy, Brenda McAleer, Stacey Brownlie, Elizabeth Powers, Michelle Lisi, Tom Nickerson, Mina Matthews, Sally Daniels, Gillian Jordan, and Roz Hodge

  1.  Academic Logistics

Helene Turcotte, Tina Howard, Renee Heal, Dana Haskell, Terry Lawson, Matt Wilbur,
Joe Demotta, and Bill Starrett

Printable Academic Support Team Charter

Civic Engagement Steering Committee

UMA 2016 – 2020 Strategic Plan (rev. 2017), Actions Supporting Key Strategies:

3.5       Build community connections through courses, internships and civic engagement

Civic Engagement Planning Process

Overall Goal:  Create, coordinate, and communicate a Civic Engagement Continuum within the  UMA community, as outlined in the University’s strategic plan (Strategy 3.5), that will enhance the development of informed, responsible, and involved citizen-graduates.

Faculty Co-Cordinator:  Kati Corlew, Assistant Professor of Psychology

Administrative Co-Coordinator:  Gilda Nardone, Executive Director, New Ventures Maine

Steering Committee Membership/resources:  Susan Baker, Robert Bernheim, Haley Brown, Dianne Carrick, James Cook, Jean Dempster, Alyra Donisvitch, Matt Dube, Nancy Foster, Sheri Fraser, David Greenham, Rob Kellerman, Lynne King, Mina Matthews, Ian Magill, Jennifer Mascaro, Sharon McMahon Sawyer, Deborah Meehan, Rose Pelletier, Nicole Roberts, Eric Stark, Tim Surrette, Shelley Taylor, Colleen Coffey

Proposed Activities:

Convene a Steering Committee

  • Identify and invite representative Steering Group
  • Create an interim (3 – 6 months) and longer-range (3 – 5 year) plan for sustaining civic engagement within UMA
    • Structure
    • Staffing options and roles
    • Timeline
    • Resources—align with Programs of the Future, explore grant options
    • Data Collection, Research, and Evaluation

 Define Civic Engagement within UMA (Campuses, Centers, Virtual)

  • Inventory and document what currently exists
  • Leverage existing programs and tools to prepare and connect students and document their learning (i.e., CareerLink, digital badging)
  • Create systems for developing and coordinating various components of the continuum (i.e. classes, internships, other activities)
  • Clarify leadership roles for various components

 Create Professional Development Resources for Civic Engagement

  • Professional development for faculty and staff interested in incorporating service learning or other civic engagement strategies into classes
  • Curriculum development and instructional design support (onsite and online) for incorporating civic engagement
  • Training for students (online) to prepare them for service learning
  • Support for employers and community partners who provide internships and other service learning opportunities for UMA students

 Develop a Civic Engagement Communications Strategy

  • Develop an internal communications system for Faculty and Administrative Co-Coordinators and Steering Committee (google group)
  • Explore options for virtual/web Resource Hub/Clearinghouse (CareerLink?) where information such as internships can be uploaded
  • Maintain/coordinate calendar of activities and events
  • Develop a quarterly newsletter highlighting Civic Engagement activities
  • Share overview and recommendations with broader UMA community within strategic planning framework
  • Develop and communicate a “campaign” to build understand of and investment in UMA’s Civic Engagement continuum


Invitation: By 2/16

Steering Committee Meetings (3):  2/23; 3/26; 6/14

UMA Community Communication: 

  • Draft Recommendations/Direction by 4/13 for Strategic Plan Forums on 4/23 and 4/25
  • Student Research Conference on 4/27
  • Faculty Institute on 5/17

Report Recommendations:  Integrate some activities during spring 2018; longer-range plan by 6/29/18 for implementation in academic year 2018 – 2019

Printable Civic Engagement Steering Committee Charter

University of Maine at Augusta Strategic Communication Plan

I. Purpose

The purpose of this strategic communication plan is to support the action item identified in UMA’s Revised Strategic Plan 2016-2020 as follows:

3.8 Enhance communication within the UMA community and effectively communicate our story to external stakeholders.

3.8.1   Create a variety of forums for open discussion to engage students, faculty and staff in a culture of shared governance and continuous improvement.

This communication plan will also seek to support the goals outlined in the Revised Strategic Plan by pursing communication strategies that promote academic programs; enhance recruitment, enrollment, and retention efforts; and collaborate with associated programs.

This strategic communication plan will serve as a framework for managing and coordinating all internal and external communications regarding UMA and will strive to deliver clear and consistent messages to internal and external audiences as it articulates UMA’s mission, vision, and goals.

Communication is a shared responsibility and participation by all members of the UMA community is encouraged and desired.

II. Audience

UMA communicates with various constituencies, both internal and external.  The internal audience includes faculty, staff, and students.  The external audience includes prospective students and their families, media outlets, other stakeholders, and as a public institution of higher learning, the citizens of Maine.

III. Communication Objectives (in no particular order)

  1. Develop a process for distributing internal and external information and messages.
  2. Utilize more fully all social media platforms to support academic programs, enrollment, and other programs associated with UMA. Inventory current UMA social media sites and establish policies for consistent messaging.
  3. Enhance UMA’s website with consistent formatting and templates. Update current content information for all programs and departments, as needed. Assist academic programs with content updates using templates.
  4. Institute regular communication tools and channels for internal and external audiences, such as newsletters, weekly calendars, alumni publications, and written materials.
  5. Schedule campus open forums to engage students, faculty, and staff on issues of importance to the campus community and to enhance shared governance.
  6. Improve current events calendar.
  7. Develop and use consistent messaging with UMA logo to strengthen brand identity. Enlist assistance of UMA community in becoming stewards of logo usage.
  8. Partner with UMA Dean of Students and Student Life to ensure consistent student messaging. (Current Student Life communications, including the Student Newsletter will remain with Student Life.)
  9. Collaborate with UMA Marketing for consistent message and coordinated initiatives.
  10. Ensure compliance with regulatory, accessibility and any accreditation standards in all communication activities.
  11. Develop a consistent approach to posting items on the UMA website (an external site) and the UMA portal (an internal site). Ensure coordination of information and one process for posting information on both.

IV. Implementation and Tools

UMA This Week

Weekly summary of events on campus provided via e-mail to campus community and stakeholders at the beginning of each week.  This communication will also include a section titled UMA in the News that will provide a list of recent news article links relevant to UMA or the UMS.

This communication tool is in addition to the Student Newsletter.

  • To submit information for UMA This Week e-mail Domna Giatas ( at least two weeks prior to the event.

UMA Message of the Day

The UMA Message of the Day provides a method for sharing timely information to the UMA community. All requests will be reviewed by the Manager of Digital Communication for content, tone, and relevance prior to distribution.

  • To submit items for Message of the Day, e-mail Manager of Digital Communications

UMA E-Newsletter – Monthly Moose News

Monthly electronic newsletter with a message from President Wyke, brief articles, photos, highlights from UMA events, and relevant information for faculty, staff, and students.  The newsletter will also provide an opportunity to highlight academic and administrative areas, welcome new employees, celebrate faculty and staff achievements, among other items.  A link to an events calendar might also be included.  Monthly Moose News will be posted on UMA website and distributed to campus community and stakeholders via e-mail.

  • To submit articles and photos for the newsletter, e-mail Domna Giatas

UMA Campus Forum

An open campus forum for students, faculty, and staff held at least once a semester with President Wyke and senior administrators.  These forums will be held on the Augusta and Bangor campuses with livestreaming availability to University College Centers from the Augusta forum.  The open forums will provide an opportunity to receive updates from President Wyke and engage students, faculty, and staff on issues of importance to the campus community.

Press Releases/Social Media

Media newsworthy or noteworthy announcements, events, or other exciting UMA news can be developed into press releases or shared on social media. Examples of items for press releases and/or social media include UMA events; achievements and milestones of faculty, staff, and students; and initiatives and topics of interest to the public.  Not sure? Contact Domna Giatas or Manager of Digital Communications to brainstorm.

Press releases and advisories are distributed to various media outlets throughout the state as appropriate, based upon topic and likely areas of interest. For event information, please provide materials at least two weeks prior to the event date.

  • To submit a draft release or media idea, contact Domna Giatas at 621-3495 or

UMA has several sanctioned social media pages (Facebook, Twitter, LinkedIn, YouTube, and Instagram) where events and announcements are posted.





  • To submit an item for posting, contact the Manager of Digital Communications with text, video, and images.  (Please no PDF documents.)

UMA Marquees in Augusta and Bangor

UMA has marquees at the entrances of both the Augusta and Bangor campuses.  General UMA information (ex. Enroll Now for Spring), or events specific to each campus (ex. Jazz Concert on Saturday), may be posted there to inform community members as they drive by the campuses. Marquee message requests will be reviewed with the Executive Director of Planning and Communications or Manager of Digital Communication to ensure consistency.

  • To submit an event or message for placement on the marquees please provide information two weeks in advance as follows:

In Augusta contact Carol Bean There is space on the marquee for three lines of text with 19 characters per line (including spaces).

In Bangor contact Patrick Decker There is space on the marquee for three lines of text with 22 characters per line (including spaces). Winter posting are subject to weather conditions.

V. UMA Logo

The UMA logo is an important part of the UMA’s branding.  Members of the UMA community are important stewards in maintaining the integrity of the logo.  A logo usage guide is available through this link,  This branding guide will be reviewed, revised, and republished for the purpose of including options for department and program specific identifications, as well as to include current logos used by UMA athletics and student organizations.

Any questions or requests for logo variation, please contact Domna Giatas ( or Manager of Digital Communications.

VI. UMA Website

A Web Improvement Group (WIG) will be assembled to ensure consistent formatting and templates (ex. Faculty/Staff, Program Overview, and Contact Us) ease of use, and accessibility of UMA website.  The WIG will also resolve any web management issues and work collaboratively with the UMA community to make necessary adjustments to the website. The Manager of Digital Communication will work with academic and administrative departments to update content and ensure compliance with accessibility standards.

Additionally, social media platforms will be integrated on the website to provide mirrored content.  An improved calendar of events and a section for UMA in the News will be developed for the website.

Printable Strategic Communications Plan


Printable UMA Vision 2.0 Implementation Roadmap