In 2018, the University of Baltimore community embarked on a journey to craft a new strategic plan, Re-Imagining UBalt (2018-2023). Developed in recognition of the challenges facing the University and higher education in general, this plan provides the UBalt community with the framework for responding to these changes and outlines the shared goals for creating an ambitious future. We recognize these are challenging times for the University and for those individuals who are the University.
Goal 1 of the strategic plan is to position UBalt as the region's premier professional, career-focused university. It stresses the importance of leveraging our strength and legacy in graduate and professional education to effectively differentiate the University, grow enrollments and achieve financial stability. It identifies the need to realign our portfolio of academic programs around professional career pathways, to optimize program delivery, and to position UBalt as a leader in five Signature Areas of Excellence. In accordance with this goal, moving forward we will:
- Consolidate programs and focus in our Signature Areas of Excellence: (1) business and entrepreneurship; (2) law, justice and public affairs; (3) communication and design; (4) psychology, health and human services; and (5) cybersecurity, gaming and technology (Strategy 1.1).
- Continue the development of a high-performing enrollment management function and implement strategies to achieve a student mix of 60 percent graduate professional / 40 percent undergraduate. Transfer students—with and without associate degrees—will be our primary focus at the undergraduate level (Strategy 1.3).
- Continue our commitment to academic excellence through increasing admission standards where appropriate (Strategy 1.4).
- Expedite the growth of online programming, particularly at the graduate level (Strategy 1.5).
Goal 2 focuses on fostering greater student success. A key strategy is to increase degree completion rates and shorten students' time to degree. In alignment with Strategy 2.1, we will:
- Review program structure and courses, streamline offerings, and develop optimal course sequencing to ensure efficient program delivery while safeguarding both rigor and student success.
- Maximize flexible course delivery, enhance winter and summer offerings, and develop multi-semester course schedules.
- Expand opportunities for awarding credit through prior learning, dual enrollment and military credit.
Goal 3 is built around solidifying UBalt's commitment to community engagement, public service and the City of Baltimore. In doing so, we will ensure our academic programs meet the needs of our community and elevate UBalt's role as an anchor institution.
- Concurrent with strategies 3.1 and 3.3, UBalt will leverage additional state support to increase community partnerships, strengthen connections with regional leaders, expand our community fellows program to support neighborhood development organizations, and tackle critical issues in the Baltimore region.
Goal 4 of the University's Strategic Plan is to organize for long-term financial stability. In order to flourish, UBalt must be financially secure. We must maximize our institutional capabilities, build efficiencies, grow revenue and increase the University's endowment to support outstanding education. Consistent with this goal, we will:
- Budget assuming annual student enrollment of 4,000.
- Improve efficiency and effectiveness of administrative and business operations (Strategy 4.1) through:
- implementing voluntary separation program;
- eliminating most vacant positions and eliminating filled positions that do not directly support the number and mix of students or University compliance requirements; and
- outsourcing or adopting shared services with other University System of Maryland schools for appropriate back office functions.
- Reorganize academic structures to better support academic excellence and student success (Strategy 4.2) by consolidating into three schools effective FY 21. President Schmoke is asking the Strategic Planning and Budget Committee (SPBC) to review and evaluate a three-school model that aligns with our signature areas in Law, Business, Technology and the various facets of community and public engagement.
- Modify the budgeting process to better support schools and our commitment to academic excellence and student success (Strategy 4.3). All schools will move to a Responsibility Centered Management (RCM) budgeting model by July 2021.
- Increase fundraising to ensure sustained support for students, faculty and programs (Strategy 4.4). Having raised more than $35 million in the past five years sustaining philanthropic giving will continue to be a key priority moving forward and academic leadership will play an important role in future campaigns.
- Increase revenue from State appropriations and monetization of facilities.
Each of these actions will require additional fleshing out of details. Specific decisions and timelines to operationalize these actions will be made, with input from the SPBC, by March 31, 2020 for implementation throughout FY21 and FY22.
The University of Baltimore's dedicated team of faculty and staff has delivered an exceptional educational experience for over 95 years. Together—through our collective expertise, experience and dedication to the UBalt mission—the University community will successfully navigate through our challenges and emerge an even stronger University for and of Baltimore.