Report to the President

Administrative Staffing, Services, and Systems

The success of the University requires a skilled, dedicated, highly qualified, knowledgeable, and accountable staff. The changes we envision in One BU must therefore include the staff whose work supports the University’s core academic and research mission. In addition to managing the University’s infrastructure and finances, staff provide services that are vital to the success of the faculty’s research, teaching, and educational objectives, as well as students’ educational, residential, and recreational experiences. Their professional knowledge and awareness of the University’s mission and priorities are an important element of BU’s intellectual capital. Recognizing staff members’ ideas and contributions requires a change in current University culture. One BU should be a place that attracts and sustains the most able staff members because it is known as an excellent place to work.

Strategic investments in and rational restructuring of administrative systems and information technology are prerequisites for achieving success in initiatives relating to academics, research, and student life, as well as in expanding and managing our financial resources. These investments will position Boston University as a sought-after place to work and learn. To that end, we envision an efficient and transparent administrative structure that supports the academic mission, offers opportunities for professional development and advancement, provides high-quality facilities and resources, and uses information technology to increase efficiency and facilitate communication throughout the University. We must also develop a plan to renovate and expand classroom space and key buildings.


Improve the effectiveness and efficiency of management systems.

  • Clearly articulate a University-wide commitment that the central mission of administrative services is to assist students, faculty, and other colleagues in fulfilling the core objectives of Boston University in teaching and research.
  • Prioritize investment in and improvement of student services, sponsored research functions, and information technology.
  • Take a comprehensive view of program development, ensuring that duplication is avoided and all relevant resources are identified and all affected offices are consulted before initiating implementation.
  • Implement regular strategic reviews of major administrative units to help identify best practices, areas for growth and improvement, and new directions.
  • Develop and improve mechanisms for raising problems and suggesting process improvements, and ensure adequate follow-up and accountability for resolving matters raised.
  • Implement information systems that facilitate informed decision making and assure quality.
  • Institute a formal evaluation system for administrative services for feedback by students, faculty, and other staff members who rely on these services.

Commit to a University-wide system of staff development, career development, and cross- training across units.

  • Ensure that ambitious employees are able to find a pathway through the institution that allows them to advance and relate to the University as a whole; eliminate operational and organizational constraints that inhibit staff members from fully using their skills and knowledge.
  • Establish equitable and competitive compensation rates.
  • Reexamine human resources staffing with a goal to develop a user-friendly system that is effective and efficient.

Use technology to improve access to information, streamline business processes, enhance communication, and supplement educational programs.

  • Commit to simplifying policies, processes, and procedures before implementing new technologies.
  • Invest in tools, such as data warehouses and business intelligence software, to expand access to secure, reliable, and accurate information and to evaluate trends early in order to advance the University’s financial position and delivery of academic excellence.
  • Increase the number of technology support personnel.

Put in place a plan for the renovation and renewal of key academic space.

  • Begin with a review of spaces for the College of Fine Arts and the School of Law.
  • Renovate and modernize our library spaces to accommodate and enhance student interactions.
  • Undertake a substantial classroom and public space renovation and expansion program, adding seating to existing indoor and outdoor spaces to create personalized and inviting places for students and visitors.
  • Increase the number of spaces in or near academic units where undergraduate, graduate, and professional students can meet and study in an informal setting.