Transcript Title Slide - University of Maryland, College Park

Strategic Planning: An Update
March 13, 2008
1
Outline
• What we have done so far?
• Where do we stand now?
• Next steps?
2
What we have done?
• The Strategic Planning Steering Committee
and 4 Major Initiative Committees have been
working for ~6 months
• Conducted an analysis of strengths,
weaknesses, opportunities and threats
• Solicited input from the Community
• Developed a strategic planning working
document that has been shared with the
community for input
3
Key Word and Phrases
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Values
Mission
Vision
Strategic Priorities
Undergraduate
Education
Graduate
Education
Research,
Scholarship, and
the Creative and
Performing Arts
Partnerships,
Outreach,
and
Engagement
Major Initiatives
General
Education
International
Programs
Surrounding
Community
Critical Enablers
Faculty
and
Staff
Infrastructure
and
Academic Support
Resource Allocation
and
Administrative
Efficiencies
External Relations,
Development,
and
Communication
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Vision
• During the next decade, the University of Maryland will enhance its
standing as a world-class, preeminent institution of higher education.
• The University will achieve this through an unwavering commitment to
excellence in all that it undertakes.
• The University will attract a diverse student body that possesses the ability
and passion for learning. Innovative and relevant programs will prepare
students for leadership in a rapidly changing world.
• The University will foster research, scholarship, and arts programs noted
for their quality, creativity, and impact.
• As befits its proximity to the nation’s capital, the University will focus on
expanding its international influence and on addressing great and
challenging problems of our time.
• Taking maximum advantage of its special location, the University will be a
world center for creation and refinement of knowledge, advancement in
science and technology, global leadership, and innovative production in the
creative and performing arts.
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Undergraduate Education
• Improve the quality of educational experience
• Enhance recruitment efforts
• Ensure academic success of undergraduates
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Graduate Education
•
•
•
•
Improve quality as measured by completion rate, time to
degree, accomplishments of students, and quality of
placement.
Provide an experience where students feel that they have
been treated well, have had a good quality of life, and have
achieved their educational goals.
Become competitive for the best students seeking graduate
education and enroll a diverse student body that is excellent
both in academic achievement and in the promise of
outstanding creativity.
Ph.D. graduates will be highly competitive and well
prepared for prestigious positions. Master’s graduates will
be in high demand for professional positions in their fields.
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Research, Scholarship, and the
Creative and Performing Arts
•
•
•
Establish a culture where every academic unit and
research center is expected to engage in research,
scholarship, and other creative works at the level of
the best in its discipline.
Establish a suite of outstanding interdisciplinary
research efforts related to major societal issues.
Take advantage of our location to strengthen
research programs by expanding collaborations
with national and international partners for mutual
benefit.
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Partnerships, Outreach and
Engagement
• Contribute to the development of the region’s
economy.
• Establish Maryland as a leader in the
performing, visual, and cultural arts.
• Strengthen Maryland’s capacity to engage
students in addressing social issues, locally,
regionally, nationally, and worldwide.
• Serve the citizens of the state
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Surrounding Community
• Develop the physical and business environment.
• Increase public safety efforts in the surrounding area.
• Enhance the community as a place for faculty, staff
and students to live.
• Increase transportation options in and around campus.
• Engage more effectively with the community and its
leaders.
• Accelerate development of M Square Research Park.
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Engaging the Global Community
•
•
•
•
Greatly increase participation of students in
study/internship/research abroad programs and in
experiential and service learning abroad.
Expand the global focus of academic programs.
Expand the global reach of University programs.
Expand outreach to and collaboration with official
and informal international communities in the D.C.
area and expand the visibility of the University as a
globally engaged institution.
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General Education
• Develop a General Education Program with a new conceptual
structure:
– Pathways to Knowledge and Creativity (Natural Sciences and
Technology; Human Behavior, Societies, and Institutions; and
Literature and the Arts);
– Ways of Thinking (critical thinking; integrative thinking; and creative
thinking); and
– 2020 Perspectives (the signature of the proposed program; each course
or activity will focus on one or more current topics, bringing its
particular approaches and modes of thinking to bear on broad societal
issues)
• More flexibility
• More opportunity for academic programs to participate in
General Education
• More emphasis on quality of delivery (instructors, class sizes)
• A system of assessment
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Faculty and Staff
• Improve overall living and working
environment for faculty and staff; improve
recruitment and retention.
• Emphasize recruitment and retention of
underrepresented groups and address problems
that cause lower promotion and tenure rates.
• Develop a reward system that encourages a
balanced approach to fulfilling our mission and
strategic priorities.
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Infrastructure and Academic Support
•
•
•
•
•
Improve energy use and sustainability.
Physical infrastructure renewal.
Improve administrative processes.
Enhance learning and research environment.
Enhance information environment.
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External Relations, Development and
Communications
•
•
•
•
With a focus on the strategic initiatives, build a
fundraising program capable of generating
increased gift support following the campaign.
Enhance fundraising activities and reach an annual
total of $225 million and a $1.2 billion endowment.
Elevate the University’s academic reputation and
achieve greater recognition of its preeminence and
distinctive qualities based on the quality of faculty,
students, research, and academic programs.
Elevate public awareness of the importance of the
University to the economic and social well-being of
the state and its citizens.
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Resource Allocation and
Administrative Efficiency
•
•
•
Develop measures of mission and unit
achievements for a systematic annual
resource allocation.
Adjust the enrollment of graduate and
undergraduate students for improved quality.
Improve academic and administrative
processes to simplify the work of the
institution and to facilitate innovation.
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What we have not done
• We have not yet developed a complete
document.
• We have not made an effort to polish the
language.
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Next Steps
• Receive input from the Community until
March 21.
• Incorporate community input into a strategic
planning document.
• Send document to community for another
round of input in early April.
• Generate yet another document for final
presentation and approval.
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