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- Strategic Plan 2020-2025
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Introduction
Mission Statement
Strategic Plan
Implementation.
The Harvard Hillel Board of Directors and staff, under the guidance of the strategic planning committee, developed this 5-year plan to direct their efforts to meet the newly crafted [proposed] mission.
The creation of this document is only a first step in achieving Harvard Hillel’s objectives. The next step is to further develop the appropriate plans, action steps, and timeline to meet the goals.
During the implementation of the plan, it is the Board’s responsibility to ensure that the organization, through the actions of professional staff, is meeting its goals by monitoring progress on a regular basis and evaluating performance against each goal.
This is a working document, a tool to help Harvard Hillel achieve its goals. As such, it may be adjusted and modified as needed to support the changing environment and the needs of the organization.
Harvard Hillel is a Jewish home on campus that seeks to:
- Welcome students to experience the variety of Jewish identity, tradition, practice, values, culture, and community.
- Inspire and enable Jewish connection, celebration, and action.
- Prepare students to join, create, shape, and lead Jewish communities; strengthen the Jewish people; and live proud Jewish lives.
- Share Jewish sources, traditions, ideas, and innovations, and their relevance in our world.
- Forge connection and engagement with the State of Israel.
- Foster friendship in a nurturing and refreshing sanctuary amid the stresses of student life.
Engage the unique opportunities of Harvard and make Jewish thought and culture integral in the life of the University.
Goal 1: Undergraduate Students
Expand undergraduate outreach and engagement to connect with all Harvard College students who have a Jewish identity to inspire and support them in forging Jewish life.
Goal 2: Graduate Students
Build a Jewish community among Harvard graduate students and Harvard-affiliated young adults.
Goal 3: Community Engagement
Raise the profile of Harvard Hillel on campus and beyond.
Goal 4: Facilities and Rebranding
In service of Goals 1, 2, and 3, ensure that our physical space supports our new and expanded offerings and explore rebranding Harvard Hillel.
Undergraduate students who have a Jewish background/identity are the heart of our work at Harvard Hillel. We serve as a home base and hub of activity for all Jewish students. We support students along their unique paths, contributing to a meaningful Jewish life which sustains well after they graduate. We embark on this strategic plan resolved to know every Jewish undergraduate student at Harvard by name, to deepen relationships with and among students, and to use our knowledge of real student needs and interests to continue to offer dynamic programming for the diverse group of students in our care.
Strategy 1: Data Collection
Improve collection, analysis, and use of data to achieve greater understanding of our target population, discern and further develop effective engagement strategies, and sustain engagement with all students we identify.
- Survey students at least annually to understand their needs, measure their satisfaction with our programs and determine the impact Harvard Hillel has on their Jewish identity.
Strategy 2: Outreach
Increase the frequency and continually evolve the mix of outreach initiatives and programs to identify and involve all Harvard College students with a Jewish background/identity.
- Augment our peer-elected Undergraduate Steering Committee with an appointed student leadership team focused on outreach and engagement.
- Ensure outreach and engagement work is a consistent year-round focus, beyond current seasonal pushes (which include Freshman Week, High Holidays, Shabbat1000, Housing Day, Passover, Visitas).
- Strive to have at least 75% of Jewish undergraduate students attend at least one Harvard Hillel event per year.
Strategy 3: Engagement
Increase the number of Jewish Harvard College students* who have deeper or more frequent involvement with Harvard Hillel.
- Further nurture and support our existing community of highly engaged students.
- Cultivate a broader set of undergraduate affinity groups within Harvard Hillel.
- Increase collaborations with student affinity groups on campus through joint programming and offering our facility to host collaborative events.
- Attract students by multiplying opportunities for student-faculty encounters.
- Expand program offerings which educate and expand upon students’ cultural fluency so that they can lead meaningful Jewish lives.
- Create opportunities for current students to develop relationships with Harvard Hillel professional staff to that we can support each student on their unique Jewish path.
- Strive to have at least 35% of Jewish undergraduate students attend 6 or more events or 1 or more immersive experiences.
Strategy 4: Professional Development
Provide ongoing professional development for the Harvard Hillel staff in outreach and engagement to improve effectiveness.
- Partner with peer campuses for staff training in outreach and engagement.
- Take advantage of Hillel International programs to learn from the field.
*Note: future references throughout this document to “Jewish” students, or similar terms, are meant to encompass broadly those who have Jewish identity or background.
Approximately 2500 Jewish graduate students are enrolled in Harvard's eleven graduate and professional schools. Transforming this large and currently underserved population of Jewish young adults into a community is a worthwhile objective in itself and will broaden our reach as Jewish enrollment in Harvard College has declined. Creating a graduate student community requires a distinct and robust programmatic approach. In addition, a large local age peer community is greatly enmeshed with Harvard graduate students in Jewish life, presenting a challenge of mission scope, but also the possibility of partnerships with other organizations. The goal of Jewish graduate student community demands the most structural change – to staffing, facility, and funding – but we believe the opportunity is compelling.
Strategy 1: Data Collection
Collect data to better understand the needs and opportunities to engage Harvard graduate students and Harvard-affiliated Jewish young adults.
- Conduct an environmental scan of other Hillels and Jewish organizations who actively engage graduate students.
- Survey and conduct focus groups with Harvard Jewish graduate students to determine the type of programming which will meet their interests and needs.
- Improve our data on Jewish graduate student populations in Harvard’s eleven graduate and professional schools, in order to improve communication, visibility, and outreach.
Strategy 2: Leadership
Create and staff a Council of the Jewish Student Association (JSA) heads from across schools for collaborative planning and programming.
- Work with JSA’s to identify and reach all Harvard University graduate students with a Jewish background/identity.
- Hire graduate student interns to support JSA Council initiatives.
- Increase communication and visibility of the Harvard Hillel “brand” in the graduate school communities.
Strategy 3: Programming
Expand our programming and the calendar of events to build community across graduate schools and engage graduate students in Jewish life.
- Host more of our highly popular social gatherings for graduate students.
- Involve graduate students and young professionals regularly in each of Harvard Hillel’s denominational prayer communities.
- Support small group “clusters” for Shabbat meals and Jewish learning.
- Multiply opportunities for encounters among students and faculty across Harvard schools and young professional communities.
- Increase mentoring of undergraduates by graduate and professional students.
Strategy 4: Partnerships
Explore partnerships with outside organizations who are already working to engage graduate students and young professionals.
- Investigate a partnership with Combined Jewish Philanthropies to establish Base Hillel Cambridge.
- Develop a more consistent collaboration with the Cambridge Conservative Minyan.
- Explore potential collaborations with Chabad, Moishe House, et al.
- Collaborate with local organizations to build broader post-graduate Cambridge Jewish social and cultural community.
Goal 3: Community Engagement
Harvard Hillel engages our community in compelling ways when we create featured programs that leverage the special assets, opportunities and setting of Harvard. Sharing Jewish ideas and culture and Israel with all of Harvard is an essential role; and our setting at the core of the Harvard community, along with our network of thought leaders and accomplished alumni, enable us to create and convene conversations of the highest caliber. Harvard Hillel will build on our current high-profile forums and initiatives to a) engage our University community and increase our appeal on campus by showcasing thought-leadership on relevant issues; b) share this aspect of Harvard Hillel with our widespread alumni and other supporters; and c) increase the renown of Harvard Hillel as a thriving community and center of Jewish excellence.
Strategy 1: Student Leadership
Amplify students’ voices on issues of the day and increase dialogue among students, faculty, and special guests on critical issues facing the Jewish community and Israel.
- Cultivate and promote an expanded set of major programs conceived by students (e.g. Israel Summit, Israel Trek, student-invited speakers).
- Increase student involvement in the conception, planning, and implementation of further high-profile programs.
- Strengthen Harvard Hillel’s position as the center of Jewish and Israel activity on campus.
Strategy 2: Partnerships and Programs
Multiply and diversify collaborations with faculty, academic departments, offices, and centers of Harvard to consolidate and promote our distinctive platform for featured conversations on important ideas and issues.
- Continue and highlight our faculty and guest speaker series and continue to share it online.
- Build on the success of the Riesman Forum on Politics and Policy, Brachman Israel Initiative, and Harvard College Israel Trek to convene further high-level events and conversations.
- Partner with Harvard departments, offices, and centers to develop and launch relevant, proactive, and responsive events on campus.
- Increase student-faculty interaction through these collaborations.
Strategy 3: Wider Audience
Share selected high-profile Harvard Hillel programs with our wider constituency of alumni and supporters in convened programming at Harvard and in online modalities that increase our visibility and reach.
- Build a core set of programs and opportunities for alumni to foster connection and engagement with Harvard Hillel and one another.
- Promote and share signature Harvard Hillel programs with alumni via in-person and digital platforms; live-stream and web-cast major programs to beyond-campus constituencies and a wider audience.
- Create a featured program each year at reunion time.
- Consider new forums for engaging students, faculty, alumni, and others around topics of Jewish- and Israel-related interest
- Foster an online community among Israel Trek returnees, including current students and alumni (already numbering in the hundreds); consider creating an Israel Trek for alumni and supporters.
In service of Goals 1, 2, and 3, ensure that our physical space supports our new and expanded offerings and explore rebranding Harvard Hillel.
Strategy 1: Facilities
Decide on the extent of renovations to Rosovsky Hall needed to meet our future needs.
- Ensure we can provide ample space for simultaneous graduate and undergraduate events and incorporate graduate students into Shabbat community and Sabbath meals.
- Ensure that we have the financial resources in hand to support any expansion/renovation of our facilities and increase endowment levels to secure Hillel’s continued programming role on the Harvard campus.
Strategy 2: Rebranding
Determine the advantages and liabilities of rebranding Harvard Hillel, whether in the near term or as programming evolves .
- Survey and conduct focus groups with undergraduate students, graduate students, alumni, and other supporters.
- Conduct a study of Hillels who have undergone a rebranding effort.
Implementation of this plan, particularly the goal of building a Jewish graduate student community, will require additional funding and staffing as well as modifications to the facilities at Harvard Hillel. It is important to make provisions to secure these resources to ensure the success of the strategic plan. Therefore, a task force with representatives from the Strategic Planning Committee, Development Committee and Building Committee will meet to coordinate their plans.
Human Resources
In order to successfully implement the strategic plan, we will have to reassess our staffing structure. Parts of this plan, particularly Goal 1, can be executed with minor realignment of the current staffing levels. However, some initiatives, such as those in Goal 2 and possibly Goal 3, will likely necessitate additional staffing and/or repurposing of current staff once the amount and types of new programs are determined for each goal.
Financial Resources
The additional programming and staffing needs, along with the required building renovations, have significant associated costs. Fundraising, which has been integral to Harvard Hillel’s success, will become even more of a priority for both the organization and the board.
This strategic plan and the vision for our building necessitate a robust, multi-year fundraising plan to ensure that we have the resources we need and remain sustainable. Year 1 of the strategic plan, when we have relatively few additional expenses, will be spent creating the fundraising plan which will include a major gifts program, outreach to untapped foundations, and an expanded capital campaign. Implementation of the fundraising plan will begin in year 2 when we need more resources to implement Goals 2 and 3.
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Harvard Forest Strategic Plan (2020-2025)
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The strategic plan below was developed in 2020 over a 6-month process by working groups of Harvard Forest staff, with frequent, iterative input from the wider community of staff, visiting research fellows, graduate students, and other stakeholders.
Executive Summary
The Harvard Forest is Harvard University’s 4000-acre laboratory and classroom, with year-round staff dedicated to long-term science and experiential learning. Our mission is to advance understanding of biological, physical, and human systems in the New England landscape. We share our research to help guide stewardship of the planet.
Harvard Forest practices an open, inclusive, and collaborative approach to addressing local and global environmental challenges through excellence in science, education, and engagement with society.
- We are committed to excellence in our research, education, outreach, stewardship of our land and physical resources, and our workplace culture.
- We adapt our thinking and practices to meet new challenges and promote equitable opportunities.
- We promote and support professional development and advancement of our staff.
Diversity and Inclusion
- We recognize that our institution is enriched by a wide range of perspectives and experiences and actively seek to create an environment where all feel included and heard.
- Our community members support, mentor, and learn from one other, promoting respect and empathy in all activities.
- The Harvard Forest is an active part of the local community that intersects with a diverse world; we strive to make our work accessible and relevant to our neighbors and broader networks.
Learning from the past to inform the future
- We take a long-term perspective by considering the past, present, and future in our research and decision-making.
- We recognize the importance of research contributions from the past and consider how our actions today will impact the future.
Collaboration
- Our collaborations cross time and disciplines. We seek and sustain productive collaborative relationships among and across many groups – staff, scientists, educators, funders, decision-makers, and community partners – to bring diverse ideas and solutions to all our work.
- We embrace open communication within our institution, with the larger Harvard University community, and with our many partners and stakeholders.
Stewardship
- We champion environmental stewardship by managing our own land and natural resources sustainably; engaging with the public about the role of science and human decision-making in solving environmental challenges; focusing our research in local-to-regional contexts with input from stakeholders; and communicating our discoveries in diverse, accessible ways.
Action Plan
Harvard Forest is an international leader in forest ecology and conservation. Our research is wide ranging but with a focus on long-term studies, New England forests, and participation in national and international research networks (LTER, NEON, Ameriflux, ForestGEO). While the Forest attracts researchers from across the country and the world with its generous land base and infrastructure support for long-term experiments, a key feature in its success has been its core team of resident senior scientists. Expanding and diversifying this core team would have the greatest single impact on research and could (potentially) advance other areas, including education, outreach, and DIEB. While expensive, some of the cost might be offset by an increase in research grants. Other priorities identified in this plan include increasing the diversity of research staff, collaborators, and resident fellows; strengthening ties with the university; and increasing and broadening sources of funding.
Harvard Forest will use its knowledge, resources, and social influence to hear and empower stakeholders, create new ways for diverse audiences to utilize and benefit from the Forest’s land base and research findings, and share research results that guide policy, improve livelihoods, inform land stewardship, and address environmental challenges.
Goals and Actions
- Sustain a large and exemplary long-term research program that involves an increasingly diverse Harvard Forest cohort of world-class scientists, students, and staff using a wide range of approaches, from fundamental to applied and from observational to experimental, and scaling from microbes to macrosystems and from moments to millennia.
- Sustain scientific excellence through strong diverse collaborations, open science, and leadership within the scientific community
- Address and help solve societally relevant questions through our research, and be attentive to and accountable for the impacts of our research on social inequities
Harvard Forest operates several complementary educational programs to provide experiential learning opportunities for students ranging from elementary school to graduate students and beyond. Our plan seeks to enhance and expand these opportunities by striving to recruit, train, and retain talented and diverse students at various stages of their academic careers. We use our field sites, resources and long-term datasets to engage Harvard undergraduates in immersive courses and field trips. HF supports a diverse population of undergraduates in our long-standing summer residential program, providing training, mentorship and research opportunities. We provide interdisciplinary research and networking opportunities for Graduate students and post-docs. To connect with and inform the next generation of earth stewards, we engage with elementary, middle, and high school teachers and students and provide opportunities for hands-on data collection and face-to-face interactions with HF scientists.
Harvard Forest will leverage and develop its educational programs to be an international leader in recruiting, training, and retaining talented and diverse students who will become the next generation of civically engaged ecologists and earth stewards.
- Engage a larger and more diverse cohort of Harvard students in long-term (semester-long or multi-year) research and scholarship using Harvard Forest field sites and resources.
- Continue to diversify the Summer Research Program and build inclusivity across its focal areas of research, education, and community. Employ the program as a tool and model to expand diversity and inclusion at the Forest, at Harvard, and in the field of ecology.
- Provide research and mentoring opportunities for more graduate students from Harvard and collaborating institutions.
- Provide opportunities for K-12 teachers to practice and model authentic science and to engage with scientists from a diversity of backgrounds, so their students can see a place for themselves in the future of ecology.
Engagement and Outreach
Harvard Forest utilizes a variety of techniques to accomplish engagement and outreach goals in support of science, education and stewardship. At present, our programs reach approximately 2,500 individuals annually through guided and self-guided tours, events, and workshops. Participants include university students, K-12 students, stakeholder/land professional groups, and other public adult groups. We welcome an additional 600 visitors to the Fisher Museum each year and coordinate a team of 40 local volunteers to support the Fisher Museum. This plan seeks to continue and expand many of our current activities, as well as incorporate new engagement goals. Priorities include elevating Harvard Forest’s visibility, leadership, and collaboration within Harvard University, enhancing the reach and impact of the Fisher Museum and conference center, and continuing to offer scientific programming in ecology and conservation relevant to diverse audiences and stakeholders.
- Serve as leaders, innovators, and active contributors to wider Harvard University efforts, and ensure that Harvard Forest resources serve a diversity of students, staff, faculty, and alumni.
- Maintain and increase the impact and visibility of the Fisher Museum and trails as a resource for the engagement and education of all groups.
- Create a strategic framework for the conference center and tour reservation system to best reach target populations.
- Inform, engage, and inspire environmental action and ecological literacy among diverse public audiences.
Facilities and Infrastructure
Harvard Forest’s physical resources include 19 residential units (45,000 sf); 55,000 sf of administrative, lab, museum, library/archive space plus mechanical facilities; a fleet of 17 vehicles and heavy equipment; a multi-spurred primary electrical line running 1.5 miles into the woods to support experiments and facilities operations; 40 miles of woods roads; and almost 4,000 acres of forested land, pasture, ponds, and wetlands. Network resources include a 100 Mbps optical fiber connection to the university, 8 networked buildings, a field wireless network, and a VOIP telephone system. Online resources include the HF website, Data Archive, Document Archive, Bibliography, and administrative database. In 2020, facilities human resources include a full-time team of 5 Woods Crew staff members as well as two part-time temporary staff who care for the land and facilities. HF staff also support networking, telecommunications, field research infrastructure, and local computers, as well as scientific information management, the administrative database, and the HF website. Our strategic plan includes the continued execution of our land use plan and maintenance on existing facilities while working towards greater accessibility, sustainability, safety, and inclusion. We strive to maintain an adaptable organization and infrastructure to support the growing and changing needs of the research, education, and outreach programmatic areas of Harvard Forest’s mission.
Harvard Forest will maintain an adaptable physical and digital infrastructure that supports its research and education mission, balancing stewardship of the past with respectful modernization for safety, accessibility, inclusivity, and sustainability.
- Continue to care for our land base in a manner that allows for flexibility of research and educational uses while protecting current and future research opportunities, and natural and cultural resource, outlined in the Land-Use Master Plan developed in 2008.
- Maintain our existing physical infrastructure in a state of good repair and provide critical facilities updates to comply with evolving building and safety codes.
- Improve the accessibility of campus buildings so disabled people can access the programs and resources of the Forest.
- Improve the safety of the Harvard Forest campus.
- Update campus digital infrastructure to improve campus access to the internet and telephone and to support changing work and research needs at the Forest.
- Support growth and change in Harvard Forest programming by adapting current facilities and infrastructure to new uses.
- Ensure that our facilities and the way we do business align with our values of diversity, inclusion, equity, and belonging.
The Harvard Forest is a department of Harvard University's Faculty of Arts & Sciences and a member of the U.S. LTER Network supported by the National Science Foundation . Learn More about Our funders .
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Strategic Planning
This fall 2022 marks the beginning of the second year of this three-year strategic planning project, which was launched last fall to define the structures and resources needed to support long-term excellence in teaching and research within and across the many fields and disciplines of FAS.
This is an opportunity for the current generation of faculty to be founders for a future FAS. There is an appetite for these conversations and an imperative for change. Claudine Gay Dean, Faculty of Arts and Sciences
The Faculty of Arts and Sciences has launched a broad, three-year strategic planning process to define the structures and resources needed to support long-term excellence in teaching and research within and across its many fields and disciplines. We anticipate that the 2023 academic year will be a year of designing and piloting solutions to the challenges—and opportunities—that surfaced over the course of our first year, which was focused on listening and discovery. The process puts a particular focus on a forward-looking vision for excellence in:
Academic Communities
Faculty Support and Development
Graduate Education
The FAS strategic planning process benefits from insights achieved through a number of distinct review and planning efforts across the Academic Divisions. It draws particular inspiration from the FAS Study Group , a faculty group convened in November 2020 by Edgerley Family Dean Claudine Gay, to define a vision for how to position the FAS for broad-based academic excellence, innovation, and sustainability.
Vision Statement
From November 2021 through February 2022, the FAS convened nearly 200 faculty members for small group conversations to create a shared vision for the future of the FAS.
A strong, intellectually vibrant, creative FAS ready to steward the future of the liberal arts and sciences through cutting edge research and teaching. An FAS that can:
- Attract and retain the world’s most original and compelling scholars
- Support faculty to achieve excellence in their teaching and research and to contribute at a high level to the University through their citizenship
- Attract and prepare the next generation of leaders and support them in a transformative educational experience
- Foster an environment of ambition, curiosity, and shared commitment to our academic mission that elicits excellence from all members of our community
- Simultaneously cultivate deep disciplinary expertise while promoting meaningful and novel collaboration across disciplines, departments and Schools
- Act quickly and efficiently to advance emerging academic directions and opportunities
- Ensure that individual faculty and academic units have the information they need to make well-considered choices about how to advance our academic mission
- Intentionally structure graduate programs around a shared understanding of student success
Faculty Workload Committee
The Faculty Workload Committee was charged with examining the non-research workload of faculty at the Faculty of Arts and Sciences and the John A. Paulson School of Engineering and Applied Sciences.
Workstreams
- Academic Communities Update Over the course of the spring 2022 semester, the Arts & Humanities Division engaged their faculty, staff and students on emerging areas of interest, opportunities for cooperation and collaboration, and future visions for the division through surveys and focus groups. … Continue Reading Academic Communities Update
- Faculty Development and Support Update Throughout the 2022-2023 academic year the Faculty Workload Committee met to examine the non-research workload of faculty at the FAS and SEAS. … Continue Reading Faculty Development and Support Update
- Graduate Admissions & Graduate Education Update The Graduate Admissions & Graduate Education Committee met throughout spring 2022 and developed a set of principles to guide any recommended enhancements to the admissions and educational processes. … Continue Reading Graduate Admissions & Graduate Education Update
Allied Administrative Efforts
Alongside the above academic strategic planning efforts, there are a number of allied administrative efforts under way to ensure that our operations are effectively supporting the core teaching and research mission of the FAS. This includes efforts to reimagine budgeting led by Scott Jordan, FAS Dean for Administration and Finance. That work is structured into five working groups that will tackle (1) workforce planning, (2) space and capital planning, (3) multi-year planning, (4) the annual budget process, and (5) reporting and accountability to make recommendations that will be implemented for the FY24 budget process. For more information on this effort please contact Katherine Gates at [email protected] .
A comprehensive technology landscape study is being led by Vice President and University Chief Information Officer Klara Jelinkova, who also serves as FAS Chief Information Officer. Overseen by an FAS Steering Committee, the study will produce an in-depth mapping of technology usage and needs across the FAS community, as well as strategic recommendations for a cohesive, future-facing technology ecosystem that enables the FAS’s teaching and research mission. The Steering Committee, which reviews study design and data analysis, includes Professor Deidre Lynch, Dr. Chase Harrison, Professor Amanda Pallais, Professor James Waldo, Mike Holmes, Dean Mary Ann Bradley, and Dean Russ Porter. For more information or to participate in this study, please reach out to [email protected] .
For questions, comments or more information on FAS Strategic Planning, please contact [email protected] .
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IT Strategic Plan
Download the 2018 IT Strategic Plan
In 2012, the CIO Council defined—for the first time—a shared vision for IT across Harvard's schools and departments, and a unified IT Strategic Plan to guide our collective efforts. The plan outlined a bold set of initiatives that taken together aimed to transform , modernize , and greatly simplify our IT landscape. The current IT Strategic Plan was launched in 2018, and features eight CIO Council Initiatives and eight University IT Priorities that represent areas of continued investment.
Download the 2015 IT Strategic Plan
CIO Council Initiatives
- Collaboration Develop and implement a strategy for the next set of collaboration tools, including video conferencing and directory strategies to improve ability to work within the University and with external partners.
- Executive and Extended Education Support In partnership with the Executive and Extended Education community, identify and implement common administrative and delivery systems to facilitate knowledge sharing and to leverage shared investment.
- Digital Content Infrastructure In partnership with the Library, develop the infrastructure to support digital content, including digital asset management and storage, to improve University-wide ability to access and use Harvard’s digital content.
- Alumni Systems In partnership with AA&D and school development offices, develop a University-wide approach for replacing alumni systems, including ADVANCE, that addresses data management and governance, to support alumni engagement and solicitation activities across the University.
- In-Classroom Technology Determine what, if any, technology standards and solutions should be consistent across the University and implement those standards and solutions so that teaching staff has greater consistency and better ease of use.
- Administrative Data Management Pursue the next phase of Administrative Data Management to improve quality and usability of Harvard’s administrative data.
- User Experience Execute strategy to enhance user experience to improve ease of access to and use of Harvard’s systems and information.
- Operational Technology In partnership with facilities community, clarify policies and support model for operational technology across the University to mitigate risk.
University IT Priorities
- Information Security Continue to invest in information security efforts related to awareness, risk assessment, and operations.
- Enterprise Architecture Define and encourage adoption of a University-wide enterprise architecture consisting of technical principles, standards, and supporting resources.
- Shared Service Model Evolve and refine the shared service model and service delivery.
- Research Computing and Research Data Compliance Support the Research Computing Council in driving alignment across research computing groups and improve support for research data compliance.
- IT Workforce Development Continue to invest in IT workforce development through IT Academy, diversity and inclusion efforts, and the IT Fellows Program.
- IT Procurement and Vendor Management Continue to identify and pursue opportunities to simplify and streamline IT purchasing.
- Change Management Improve ability to deliver projects and programs to the community through best practices and training related to change management and business process assessment.
- Sustainability and Green IT Support Harvard’s sustainability efforts focusing on reducing e-waste and rolling out managed print services.
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Informed by the recommendations of the Presidential Task Force on Inclusion and Belonging, our office will guide Harvard’s culture toward inclusive excellence by convening stakeholders, serving as a catalyst for strategic efforts, analyzing University-level progress, optimizing investments, and facilitating University-wide coordination
Presidential task force on inclusion and belonging.
In March 2018, the Presidential Task Force on Inclusion and Belonging released its final report to the Harvard community . A PDF of the full report, including accompanying materials for the community and report appendices, is available here: Final Report of the Task Force on Inclusion and Belonging: Pursuing Excellence on a Foundation of Inclusion
Our Strategy
What are we trying to solve?
- Decentralized decision-making and lack of coordination has resulted in uneven progress across the University
- The complex and interconnected nature of advancing inclusion and belonging within a decentralized campus and amongst varied groups of stakeholders demand a coordinated, localized, and adaptive approach
What does it look like?
- We will focus on the coordination, convening, and complimentary efforts in partnership with stakeholders at Schools/Units across the University to implement recommendations and surface promising practices
- This “One Harvard” initiative will align the university’s decentralized campus around a coordinated vision/strategy, collectively develop commitments, set priorities for local implementation, and amplify the areas of success
How are we measuring success?
- Progress will be made when everyone at Harvard has access to the tools and resources, as well as an understanding of the values and promising practices, needed to advance inclusive excellence in their own communities
- A campus infrastructure that is informed by data, overlapping goals, and shared strategic priorities, will position us to compliment and replicate what is working well and identify what must improve
The Office for Equity, Diversity, Inclusion & Belonging facilitates the collective decision making and localized implementation process in our pursuit of inclusive excellence.
These efforts, working with stakeholders and partners across the institution, will exponentially grow the impact of equity, diversity, inclusion, and belonging (EDIB) work across Harvard.
Diversity, Inclusion & Belonging Leadership Council
The Harvard University Diversity, Inclusion & Belonging Leadership Council consists of leaders at Schools and those within central administration dedicated to advancing diversity, equity, inclusion, and belonging work across the University.
Diversity, Inclusion & Belonging Leadership Network
The Diversity, Inclusion & Belonging Leadership Network will gather twice a semester to convene members of the Harvard community to discuss University strategies and local implementations around diversity, inclusion and belonging.
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- From the November–December 1996 Issue
Exploit the Product Life Cycle
- Theodore Levitt
- From the November 1965 Issue
The Big Lie of Strategic Planning
- Roger L. Martin
What's Your Negotiation Strategy?
- Jonathan Hughes
- Danny Ertel
- From the July–August 2020 Issue
Performing a Project Premortem
- From the September 2007 Issue
From Competitive Advantage to Corporate Strategy
- From the May 1987 Issue
Demystifying Strategy: The What, Who, How, and Why
- Michael D. Watkins
- September 10, 2007
The House of Quality
- John R. Hauser
- Don Clausing
- From the May 1988 Issue
How to Do Strategic Planning Like a Futurist
- July 30, 2019
Strategies for High Market-Share Companies
- Paul N. Bloom
- Philip Kotler
- From the November 1975 Issue
Competitive Advantage of Corporate Philanthropy
- Mark R. Kramer
- From the December 2002 Issue
To Diversify or Not To Diversify
- Constantinos C. Markides
- From the November–December 1997 Issue
Time-Driven Activity-Based Costing
- Steven R. Anderson
- From the November 2004 Issue
Strategy Under Uncertainty
- Hugh Courtney
- Jane Kirkland
- Patrick Viguerie
Ten Ways to Create Shareholder Value
- Alfred Rappaport
- From the September 2006 Issue
Sullivan Container
- Michael Cummings
- Robert Brewster
- June 01, 2013
Americhem: The Gaylord Division (B-1), Spanish Version
- David A. Garvin
- October 09, 2013
Turning Around Alcan Europe (B): Patrick Rich's Two Years as CEO-Europe
- Daniel J. Isenberg
- January 31, 1985
Assertive Policing, Plummeting Crime: Epilogue: Crime Falls, Doubts Arise
- John Buntin
- July 01, 1999
Adams Capital Management: March 2002
- G. Felda Hardymon
- Josh Lerner
- January 24, 2003
Allianz (A2): An Insurer Acquired a Bank
- Joseph L. Bower
- Anders Sjoman
- Sonja Ellingson Hout
- Marc L. Bertoneche
- February 23, 2005
Finding Black Parents: One Church, One Child
- Alan Altshuler
- Marc Zegans
- Anna Warrock
- January 01, 1988
TRIPS Part II: International Trade Meets Public Health: TRIPS and Access to Medicines
- Charan Devereaux
- Robert Z. Lawrence
- March 22, 2004
Bio-Tech, Inc.
- Lawrence E. Thompson
- David W. Mullins Jr.
- May 01, 1975
E.I. du Pont de Nemours & Co.: Titanium Dioxide
- W. Carl Kester
- Robert R. Glauber
- Stacy S. Dick
- February 24, 1984
BiC Pen Corp. (A), Spanish Version
- C. Roland Christensen
- Elizabeth L. Rachal
- April 01, 1974
Rebuilding the New Orleans Public Schools: Turning the Tide?
- Stacey Childress
- April 14, 2006
Strategic Planning at Sun Life, Spanish Version
- Michael A. Roberto
- April 12, 2001
New Holland Tractors India: Community Management and Employee Relations
- Subrat Kumar
- Asha Bhandarker
- April 07, 2015
Wilderness Safaris: Ecotourism Entrepreneurship
- James E. Austin
- Megan Epler Wood
- Herman B. Leonard
- April 05, 2018
Prediction Markets at Google, Spanish Version
- Peter A. Coles
- Karim R. Lakhani
- Andrew McAfee
- May 30, 2007
Edmonton City Centre Airport: A Sustainability Challenge for a Growing City
- Neetu Sharma
- Kristel Owens
- Graham Graff
- Poonam Randhawa
- Joel Gehman
- June 01, 2017
University Hospital: The Joint EP/CATH Lab Decision
- Kevin A Schulman
- Cindie Wu Gasper
- David Scheinker
- February 26, 2020
Crafting Strategy
- Ashish Nanda
- April 05, 2020
Cincom Systems, Inc.
- Tom Nicholas
- February 04, 2008
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Strategic Plan 2020-2025 · Goal 1: Undergraduate Students · Goal 2: Graduate Students · Goal 3: Community Engagement · Goal 4: Facilities and Rebranding · Expand
The members of the DACDI Strategic Planning Working Group in 2020-2021 are: • Lilu Barbosa, Chief Diversity, Inclusion & Belonging Officer.
The strategic plan below was developed in 2020 over a 6-month process by working groups of Harvard Forest staff, with frequent, iterative input from the
The FAS strategic planning process benefits from insights achieved through ... in November 2020 by Edgerley Family Dean Claudine Gay, to define a vision for
The plan outlined a bold set of initiatives that taken together aimed to transform, modernize, and greatly simplify our IT landscape. The current IT Strategic
The OSS Strategic Planning Committee spent a large part of the 2020–2021 academic year developing the plan by establishing a process, engaging stakeholders
An Inclusive Excellence Strategic Plan for Harvard Chan School ... Below are the members of the DACDI Strategic Planning Working Group in 2020-2021:.
Strategic Planning: How, What, Who, When? □ Overcoming Challenges and Pitfalls ... What is a strategic plan and why is it needed? ... er2020.pdf.
This “One Harvard” initiative will align the university's decentralized campus around a coordinated vision/strategy, collectively develop commitments
Save; Share; Buy Copies; From the July–August 2020 Issue ... Corporate strategy, the overall plan for a diversified company, is both the darling and the