Univer s i t y Cross ing Martin T. Meehan 220 Pawtucket Street, Suite 400 Chancellor Lowell, MA 01854-5120 Tel: 978.934.2201 fax: 978.934.3000

OFFICE OF THE CHANCELLOR

April 30, 2015 Dear Trustees: Thank you for considering me for the position of president of the University of Massachusetts. I welcome a discussion of the possibility of leading our state’s premier public higher education system in its quest for national and international prominence. As both a product of and champion for UMass and public higher education, I recognize that our five-campus system produces the essential workers, entrepreneurs and leaders that our commonwealth and the country need to excel in the global marketplace. Our pivotal role in education, research and economic development has never been more evident than now, as shrinking state resources require an innovative and entrepreneurial approach to achieve sustainable success. In order for Massachusetts and its people to be the very best, the University of Massachusetts must be the very best. While UMass has made much progress in the most competitive higher education area of the country, there is more work to be done before it can assume its place among the top public research institutions in the world. I would embrace the challenges and opportunities that this aspirational undertaking represents. While I am fortunate to have been granted many fulfilling roles in my professional life, including as deputy secretary of state for corporations and securities, first assistant district attorney of Middlesex County and a member of the United States Congress, I am the most proud of my service as UMass Lowell chancellor the last eight years. It is not just my job – it is my passion. Since 2007, UMass Lowell has experienced an unprecedented transformation on all fronts – including student achievement, expansion of facilities and growth of research. Our campus continues to rise on national rankings lists, including U.S. News and World Report, and receives unprecedented positive attention from accrediting entities, funding sources and the news media. These accomplishments were made possible by a collaborative process, charted by an ambitious strategic plan requiring that faculty, staff, administrators and students endorse a bold vision for change and employ the tactics needed to realize its impressive goals. My four decades in public service in Massachusetts, particularly my last eight years as a university chancellor, have shaped a unique set of experiences and skills that I believe the next president of the UMass system should possess. I offer the following overview of my qualifications as outlined in the position’s job description.

Employ entrepreneurial fiscal management – A university cannot thrive and have sufficient resources to support programs and services vital to its faculty and students without sound fiscal policies. In 2007, UMass Lowell suffered from a $5 million structural deficit and annual operating revenues of just $120 million. A new entrepreneurial, transparent approach has resulted in a nearly 50 percent increase in enrollment, while also increasing selectivity, and development of auxiliary enterprises which increased revenue. As a result, operating revenues have increased 103 percent, bolstering reserves to $80 million, enabling the university to fund academic programs and student services, bring on more tenure-track faculty and open 10 new buildings in five years. Promote world-class research – A robust research operation not only fuels creativity, innovation and learning, it sparks economic development and accelerates technology transfer for the region and the state. During my time at UMass Lowell, research expenditures have grown 80 percent, supporting areas such as the exploration and study of planets outside our solar system, the earth’s radiation belts, climate change education, terrorist behavior, wind power and nanomanufacturing. Some 14 university research and engagement centers are flourishing through collaborations with industry, government and other research universities. Create global success – Built on the belief that global experiences foster greater opportunities for teaching and learning, international partnerships have been cultivated at UMass Lowell. We have established more than 120 partnership agreements in 45 countries, which provide student exchanges, joint research initiatives and educational opportunities. These include a first-of-its-kind academic-industry partnership with Raytheon Co., enabling the University to offer undergraduate and graduate degree programs in Kuwait. Foster diversity – Any university that wants to provide the most enriching experience for its students must establish a diverse, welcoming and inclusive culture. My administration has made increasing the number of students, faculty and staff from diverse backgrounds a priority through active recruitment and enhanced retention strategies. This resulted in a 115 percent increase in new students from underrepresented backgrounds over the last seven years. Meanwhile, diversity among faculty and staff increased 63 percent. Drive collaboration – Every complex organization should have a strategic plan that charts a course for achievement through established goals and clearly defined metrics. UMass Lowell 2020 was created through a consensus-driven process involving 12 campus committees, more than 250 members of campus and eight external advisory committees. Progress is measured through 25 strategic indicators that are updated and published every year in a Report Card. Many of the original benchmarks have already been surpassed mid-way through the process. Lead Fundraising – As state funding decreases, the public university system must create new sources of revenue. As a member of Congress, I developed a knack for raising private funds, amassing $10 million for my congressional campaign. I elevated fundraising to a critical priority at UMass Lowell, particularly to support student scholarships and maintain affordability and access. This resulted in $123 million in gifts and pledges since 2007, a growth in endowment funds from 243 to 411, and more than doubling the annual fundraising.

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Build effective partnerships – Using political skills acquired throughout my career, I have built and cultivated relationships with local, state and federal legislators, officials, businesses, community leaders and economic development groups. These have resulted in collaborations which benefit the university and its mission, including a new instructional site in Haverhill, a downtown Lowell innovative hub, key industry partnerships and state funding for critical projects, including the first two new academic buildings on campus in nearly four decades. Tell and Sell UMass – UMass Lowell’s reputation and brand have continued to rise through effective marketing strategies that have resulted in the growth in the number and quality of students and faculty and unprecedented media coverage. In one recent three-week period, the campus was featured in two positive front-page stories in the Boston Globe, while overall coverage has increased in targeted markets in the region and nationally. A new national marketing campaign, created with an aim to raise rankings, is using radio and digital media advertising, direct mail and peer contact to elevate the brand nationally. Support competitive intercollegiate athletics – A successful athletic program enhances campus life and contributes to student satisfaction. The River Hawks men’s ice hockey program, which faced elimination before I became chancellor, won the Hockey East tournament in 2013 and 2014, competed for the national championship at the Frozen Four, and averages more than 5,000 fans per game. All sports were elevated to Division I last year, a move unanimously endorsed by the Faculty Senate and Student Government Association, which raised the institution’s visibility nationally and brought the university in line with its academic peers. Serving as chancellor of my alma mater has been both an honor and a privilege. I look forward to discussing my vision for UMass and how I would work with the chancellors and Board of Trustees to continue the system’s rise across every measure of achievement in higher education. Enclosed please find my bio and vitae, as well as the 2015 UMass Lowell Report Card, which tracks progress on strategic indicators. I have also included a presentation that I made to the Eastern Association of College and University Business Officers (EACUBO) annual workshop on March 27, 2015 in Washington D.C. I’ve made similar presentations to national higher education conferences such as the American Council on Education (ACE) annual meeting with chief academic officers on March 9, 2014 in San Diego, CA. Sincerely,

Martin T. Meehan ’78 Chancellor