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2011-2016 Strategic Plan Executive Summary

The University of Maryland, Baltimore (UMB) has a long, illustrious history of achieving excellence and providing benefit to the state. However, the University, like all institutions of higher education, finds itself in challenging times. Yet these challenges also provided great opportunities.

The University’s 2011-2016 strategic plan was designed to take advantage of these opportunities. UMB created its strategic plan in careful alignment with the University System of Maryland Board of Regents’ strategic plan. The plan was created from the work of more than 140 faculty, staff, students, partners, and friends who dedicated tremendous time and energy to its completion. Hundreds more participated in town halls, interactive feedback sessions, focus groups, surveys, and online feedback. The participation was exceptional, but perhaps more impressive was the genuine enthusiasm at all levels for moving the University forward.

Eight themes were identified as major areas of focus for the strategic plan. Work groups consisting of faculty, staff, and students from across the University, with input from town halls, online surveys, and community focus groups, developed the goals and tactics for each theme. Below is a high-level executive summary that outlines the accomplishments as of May 4, 2016.

University of Maryland, Baltimore
Strategic Plan 2011-2016
Draft Five-Year Progress and Milestones
Executive Summary Report
May 4, 2016

 

Actual and anticipated highlights on progress and successes through June 30, 2016:

Fundamental Areas

The fundamental elements (also referred to as areas) were established as part of the strategic planning process to address systemic and operational issues that could serve to impede the University’s efforts to meet its strategic priorities expressed in its eight themes. Consider them building blocks of the University, basic fundamental elements that underpin, facilitate, and form the foundation of the University’s overall operations. The fundamental elements are: Information Technology, Government and External Relations, Two-Way Enhanced Communications, and Faculty and Staff Training. Each fundamental area established its own goals and associated tactics to improve its operating unit and thereby maximize support to theme leaders as they work to advance their respective goals. A high-level summary of the fundamental areas’ successes follows:

  • Streamlined online access to applications using the UMID authentication process; worked collaboratively with University partners (i.e., UMMC, FPI, and UMCP) to create a federated identity management system to improve access to shared applications.
  • Developed a cross-schools IT Steering Committee to address emergent issues and or proactively plan for mutual projects and obtain cost savings across the institution.
  • Establish policies and procedures to ensure data safety and effectively manage data storage, capacity, and growth.

  • Developed strategies and fostered relationships at the federal level to highlight UMB expertise in the health sciences professions while opportunities to leverage proximity to agencies located in Washington, D.C., and the surrounding counties.
  • Coordinated efforts with the Office of Communications and Public Affairs to develop an external relations strategy for Baltimore City government officials, Maryland delegation leaders, and various Maryland county executives to utilize UMB resources and/or formulate and strengthen requests for support from federal and state agencies of mutual benefit.
  • Prepared and coordinated school-specific agendas for federal, state, and local government consideration to advance education, research, clinical, and public service missions, and align with strategic priorities.

  • Developed consistent brand messaging and positioning for the University; standardized policies and procedures across the University related to styles, procedures, and protocols for use of brand in external relations.
  • Developed impactful and meaningful campaigns to advance the brand locally, nationally, and globally.
  • Created programs and campaigns to celebrate University achievements, support a more cohesive University community, and promote our mission and accomplishments to a wider audience. Responsible for the creation of the weekly Elm, the common calendar, mobile app, and development or promotion of various cultural and community-oriented programming and initiatives.

  • Created and enhanced the Office of Employee Development in the Office of Human Resource Services (HRS); improved mentoring offerings and retained valued employees in the process.
  • Simplified general processes, and access to HRS services through enhancements to website, eLearning systems, improved online technologies. Efforts resulted in timely completion of personnel actions and recruitment activities; also supported organizational compliance activities for students and staff.
  • Significantly improved the onboarding process for new employees and achieving high marks on employee satisfaction surveys on these efforts. This action helped support a greater sense of community at the UMB.

In January 2016, the president named the co-chairs for the 2017-2021 Strategic Plan and launched the formal planning process. The planning process will occur over six months, and the new strategic plan will be adopted by the Executive Cabinet in June 2016.

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