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Powering Maryland Forward USM’S 2020 Plan for More Degrees, a Stronger Innovation Economy, a Higher Quality of Life

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Powering Maryland Forward USM’S 2020 Plan for More Degrees, a Stronger Innovation Economy, a Higher Quality of Life POWERING MARYLAND FORWARD USM’s 2020 Plan for More Degrees, A Stronger Innovation Economy, A Higher Quality of Life • • Adopted by the University System of Maryland Board of Regents 12.3.10 1 64430_Booklet_X.indd 1 5/13/11 2:25 AM POWERING MARYLAND FORWARD: USM’s 2020 Plan for More Degrees, 2 POWERING MARYLAND FORWARD 64430_Booklet_X.indd 2 5/13/11 2:25 AM POWERING MARYLAND FORWARD USM’s 2020 Plan for More Degrees, A Stronger Innovation Economy, A Higher Quality of Life TABLE OF CONTENTS 2 INTRODUCTION 3 Planning Principles 3 Mission 3 Vision 3 Core Values 4 Goals 5 ENVIRONMENTAL SCAN 5 Economic Trends 6 Competitiveness Trends 6 Demographic Trends 7 Technological, Operational, and Accountability Trends 10 FIVE STRATEGIC THEMES (GOALS, CHALLENGES, STRATEGIES) 10 Access, Affordability, and Attainment 13 Ensuring Maryland’s Competitiveness in the Innovation Economy 17 Transforming the Academic Model 20 Identifying New and More Effective Ways to Build Resources 23 Achieving and Sustaining National Eminence 27 NEXT STEPS: ACTION AND ACCOUNTABILITY Note: Data throughout were current at the time of this plan’s adoption in December 2010. 64430_Booklet_X.indd 1 5/13/11 2:25 AM Powering Maryland Forward is the University System of Maryland’s (USM’s) focused and substantive response to the education, eco- nomic, and leadership challenges faced by our state and our nation. Approved unanimously by the USM Board of Regents on December 3, 2010, the 10-year strategic plan lays out the system’s goals and strat- egies to help the State of Maryland maximize its potential to become a national leader in both college completion and economic innovation. This document presents a new and exciting 10-year It is through them that the system lays out not only strategic plan for the University System of Maryland. its vision for what Maryland can and should become The goals, strategies, and outcomes highlighted in over the next decade, but also how the USM as the this plan come at a particularly critical time for the state’s public system of higher education will help get system, Maryland, and our nation. Over the next 10 it there. years, we face what many believe will be the most The USM’s plan for Maryland, especially with demanding and transformative period in American regard to economic growth and job creation, will higher education history. Challenges that are unique require a substantial and sustainable increase in state in their number, nature, and scale will impact the funding for higher education. A good starting point ability of the system and its institutions to carry out for the necessary revenues would be both the Higher the core missions of teach- Education Investment Fund (HEIF) and the Video ing, learning, and research. Lottery Terminals Program. Created in 2008, the HEIF Over the next 10 years, They will include challenges was a landmark legislative achievement of Governor related to who we teach and Martin O’Malley and the General Assembly. The HEIF we face what many believe employ, and the learning and was designed to fund strategic investments in higher work styles and expectations education, essentially to build the capacity of the will be the most demand- they bring to our institutions. USM’s institutions to meet the educational require- They will include challenges ments of the 21st century. Current HEIF revenues ing and transformative related to the role we are should be used for their intended purpose as the expected to play in advancing economy recovers from the devastating recession. period in American higher the economic development The voter referendum in support of the Video and competitiveness of our Lottery Terminal Program (VLT or “slots”) offers an education history. state and nation, as well as additional, emerging source of state revenue that was the lives, jobs, and careers of also intended, in part, to support higher education. our graduates. Finally, they Slots revenue will be essential to accomplishing the will include challenges to the operational models and economic development and job creation imperatives support systems that we have built and relied upon for Maryland outlined in this plan. It is the USM’s for generations, and which are under assault from hope that as the economy recovers, some additional new and emerging competitors. In such an environ- general fund revenues would be directed toward ment, business as usual is neither wise nor tenable. the initiatives called for in the plan, with the goal of Our only option is to become a leader of these trends, building Maryland’s economic engine. In addition, it shaping their direction and impact, or face being will be important for the USM to redouble its efforts left behind. under its Effectiveness and Efficiency Initiative (E&E) “Powering Maryland Forward” is the system’s to maximize potential cost savings, to substantially response to the education, economic, and leader- increase fundraising efforts in support of academic ship challenges we face. It begins with a statement initiatives, and to maintain its credit rating to help of the principles that drove the planning process and support facilities expansion necessary to achieve the which serve as the framework by which the other strategic plan’s goals. elements of the plan—mission, vision, values, goals, themes, and activities—were developed, reviewed, revised, and approved. The heart of the plan, however, remains the overarching goals, themes, and strategies. 2 POWERING MARYLAND FORWARD 64430_Booklet_X.indd 2 5/13/11 2:25 AM Planning Principles The USM fulfills its mission through the effective and efficient management of its resources and the 1. The plan must be a living document that is able focused missions and activities of each of its compo- to adapt to challenges the USM, Maryland, and nent institutions. the nation are facing, or will face, within the next decade. Vision The vision of the USM is to be a preeminent system 2. As with plans for all complex organizations, the of public higher education, admired around the world plan must address multiple issues, but it must for its leadership in promoting and supporting high- also assess cost and establish priorities in order quality education at all levels and life stages, fostering to maximize what can be achieved over the next the discovery and dissemination of knowledge for the decade. In that context, quality is, and must benefit of the state and nation, preparing graduates remain, priority one. who are engaged citizens and have the knowledge, skills, and integrity to effectively lead people and 3. The plan should be visionary, pointing toward organizations in a highly competitive, global environ- desired long-term outcomes, but also prescrip- ment, and instilling in all members of its community tive enough to help chart a short-term course of a respect for learning, diversity, and service to others. action that advances achievement under those The overarching goal of the USM is to build lives and outcomes. It must allow for mid-plan assessment families and educated citizens. and correction. Core Values* 4. The plan should concentrate on core missions. The core values of the USM reflect its role as a leading public system of higher education. Briefly summa- 5. The planning process must be inclusive, allowing rized, these core values are: all stakeholders to feel as if they have had a voice in and impact on its development and operation. • the intellectual development of its students, including the principles, values, and balanced 6. Finally, and most importantly, the plan must seek perspective inherent in a well-rounded, to identify and address the critical educational, liberal education. economic, social, and quality-of-life challenges facing the State of Maryland and its citizens. • the advancement of knowledge and the use of that knowledge for the benefit of Maryland’s citizens. Mission The mission of the University System of Maryland • the development of engaged citizens and leaders is to improve the quality of life for the people of who have the knowledge, skills, and integrity Maryland by: to effectively transform the lives of people and organizations. • providing a comprehensive range of high-quality, accessible, and affordable educational oppor- • the professional development of USM faculty tunities that recognize and address the need for and staff. life-long learning and global and environmental awareness. • diversity and the creation of an environment that both celebrates and is enriched by the multiple • engaging in research and creative scholarship that perspectives, cultures, and traditions reflected in solve today’s problems, expand the boundaries of humankind. current knowledge, and promote an appreciation of learning in all areas: the arts, humanities, social • a respect for—and promotion of—the ideals that sciences, natural sciences, and professions. are the hallmark of higher education: scholarship, learning, shared governance, freedom of expres- • preparing graduates with the knowledge, skills, sion, tolerance, and service to others. and integrity necessary to be successful leaders and engaged citizens, while providing knowledge- (*See Appendix for a full statement of the USM’s based programs and services that are responsive core values) to needs of the state and the nation. 3 64430_Booklet_X.indd 3 5/13/11 2:25 AM Goals I. USM academic programs will respond to meet III. USM research and scholarship will position the changing educational and leadership needs of Maryland as a national and international leader our state, our nation, and a growing and increas- in science and technology, the arts and humani- ingly diverse undergraduate and graduate student ties, and the professions, creating and dissemi- population. nating knowledge to ensure the state’s continued economic growth, sustainable development, and II. Throughout its educational, research, and outreach international competitiveness. activities, the USM will strive to produce gradu- ates who are knowledgeable of and sensitive to IV.
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