University Crossing

220 Pawtucket Street, Suite 400

Lowell, MA 01854-5120
Tel: 978.934.2201
fax: 978.934.3000

Martin T. Meehan
Chancellor

OFFICE OF THE CH ANCELLOR

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 states 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 positions 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 earths
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.

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 Lowells 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 mens 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 institutions 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 systems 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. Ive 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