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UB Strategic Plan

Achievement, Innovation, Community: The University of Baltimore Strategic Plan 2014-17

Institutional Values

  • Student success
  • Educational access
  • Innovation
  • Scholarship, research and creative activity
  • Regional and resource stewardship
  • The UB community

Download the strategic plan in PDF format.


The University of Baltimore provides innovative education in business, public affairs, the applied liberal arts and sciences, and law to serve the needs of a diverse population in an urban setting. A public university, the University of Baltimore offers excellent teaching and a supportive community for undergraduate, graduate and professional students in an environment distinguished by academic research and public service. The University:

  • makes excellence accessible to traditional and nontraditional students motivated by professional advancement and civic awareness;
  • establishes a foundation for lifelong learning, personal development and social responsibility;
  • combines theory and practice to create meaningful, real-world solutions to 21st-century urban challenges; and
  • is an anchor institution, regional steward and integral partner in the culture, commerce and future development of Baltimore and the region.

Goal 1: The University of Baltimore will enhance student success and career readiness through programmatic innovation, ongoing assessment of student learning and expanded student support services.


1.1: Inform curricular design, program development and pedagogies with assessment of student learning outcomes.

1.2: Strengthen the connection between academic programs, advising and career services to assure that UB graduates continue to be competitive in the dynamic marketplace.

1.3: Close educational achievement gaps among UB student populations.

1.4: Provide an integrated, coherent co-curricular program that facilitates student progress from entry to graduation.

1.5: Grow online and hybrid offerings to enhance student learning and support degree completion.

  • Strategies

    • utilizing evidence-based knowledge to advance student success
    • enhancing the collaboration between academic programs and career services  
    • expanding high-impact practices, such as experiential and service learning
    • implementing best practices in developmental education
    • expanding early alert systems
    • enhancing teaching effectiveness and innovation
    • implementing technologies and processes that support student progression to graduation
    • enhancing Honors offerings and expanding accelerated programs (4+1, 3+2, 3+3-law)
    • rethinking graduate and professional education and curriculum in all four schools/colleges in response to market conditions
    • meeting the president's faculty growth commitment
    • increasing staff in support of student success and faculty achievement  
    • fostering continuous quality improvement in academic programs and in teaching practice.
  • Success measures

    • retention and graduation rates in all student populations
    • student satisfaction indices related to student services and co-curricular programming
    • student job placement and career-enhancement rates
    • reduction in the Achievement Gap
    • number of new online offerings, hybrid courses and fully-online programs
    • increase in faculty and staff lines in support of student success.

Goal 2: The University of Baltimore will strategically grow enrollment in support of student success and in response to market demand, consistent with Maryland's 55 percent college completion goal.


2.1: Strengthen the alignment of academic programs with state and regional workforce needs.

2.2: Enhance the affordability of a UB education for students.

2.3: Increase enrollment of Maryland's growing populations, including veterans, immigrants, Hispanics and Asians.

2.4: Improve student retention and progression rates.

2.5: Expand UB's recruitment efforts with targeted outreach in select regional, national and international markets.

  • Strategies

    • informing recruitment strategies and new program development with market and demand analysis
    • developing and implementing a multi-year strategic enrollment plan
    • enhancing STEM-related offerings in areas of programmatic strength, including environmental sustainability, information technology, simulation and digital entertainment and technology commercialization
    • strengthening relationships with Maryland's community colleges
    • enhancing the coordination of enrollment strategies and tactics across administrative and academic units
    • strengthening the coordination and effectiveness of retention and progression initiatives across academic and administrative units
    • expanding outreach to area and regional high schools
    • increasing available financial aid, including scholarships, federal work/study and graduate stipends
    • making UB a "veteran-friendly" campus
    • expanding outreach to the city and region's growing Hispanic and Asian populations
    • increasing student residential options
    • enhancing University marketing, branding and positioning
    • strengthening the UB/Towson M.B.A. curriculum and market position
    • growing enrollment in LL.M. programs and other continuing education programs at the School of Law to offset a purposeful decline in J.D. enrollment
    • evaluating differential tuitions for out-of-state online offerings
    • supporting enrollment growth with appropriate faculty and staff growth
    • launching innovative, accessible and relevant continuing education offerings.
  • Success measures

    • enrollment growth in targeted programs, schools and colleges, and student populations
    • student retention and progression rates
    • increase in financial aid resources
    • increase in articulation agreements.

Goal 3: The University of Baltimore will enhance its commitment to innovation across the institution.


3.1: Engage and reward faculty and staff in the discovery, exploration and implementation of new and emerging pedagogies and practices.

3.2: Create flexible instructional space to support 21st-century learning and teaching; utilize the renovation of Langsdale Library and the repurposing of the Learning Commons to implement design that encourages collaboration, engagement, reflection and creativity.

3.3: Provide the technological infrastructure and training necessary to support emerging forms of learning and teaching in face-to-face, hybrid and online formats.

3.4: Develop and refine administrative processes that encourage, support and reward innovation.

  • Strategies

    • supporting, rewarding and celebrating innovation, exploration and discovery
    • launching a campuswide initiative to understand the impact of the digital world and to achieve distinction in related programs and scholarship
    • increasing collaborative study and student space with the Langsdale and Learning Commons renovations
    • maintaining UB21 catalyst grants and UBF Fund for Excellence grants
    • exploring the opportunities and challenges of open-source courseware, including massive open online courses (MOOCs) and other disruptive and emerging innovations
    • focusing continuous quality improvement efforts on processes that are necessary for institutional innovation and responsible risk-taking
    • supporting the use of pilot programs to assess the potential of new academic and administrative proposals
    • implementing processes to bring successful pilot programs to market.
  • Success measures

    • funding awarded for academic transformation and course redesign
    • number of campus events, speakers and conferences related to the digital initiative
    • number of administrative processes revised or implemented to support institutional innovation
    • number of CELTT training programs offered and faculty cohorts launched
    • number of internal grants submitted and awarded in support of innovative activities
    • benchmarks met or exceeded for Langsdale Library renovation
    • benchmarks met or exceeded for repurposing of the Learning Commons.

Goal 4: The University of Baltimore will strengthen scholarship, research and creative activities across the institution.


4.1: Enhance the culture of research, scholarship and creative activity across the university.

4.2: Grow faculty research, scholarship and creative activity in support of high-quality instruction and program, school and college distinction.

4.3: Expand opportunities to advance faculty, student and staff scholarship, research opportunities and creative activity; utilize research centers as key assets across the institution.

4.4: Enhance and promote opportunities for student engagement in scholarship, extramurally-funded research and creative activity.

4.5: Promote the dissemination of faculty, student and staff scholarship, research and creative activity to the broader academic community, news media, relevant policymakers and public interest organizations.

  • Strategies

    • investing resources to expand opportunities for faculty and students to engage in research, scholarship and creative activities
    • enhancing the support of scholarship and extramurally-funded research through the provision of release time, internal grants and other relevant mechanisms
    • aligning Appointment, Promotion and Tenure criteria with annual performance expectations regarding scholarship, research and service
    • encouraging dialogue about the various forms of scholarship across the campus
    • strengthening mentoring programs that focus on research, scholarship and creative activities
    • enhancing the culture of scholarship, research and creative activity among UB faculty, students and staff
    • expanding opportunities for students to participate in scholarship, research and creative activities
    • creating a central repository to disseminate and promote the scholarship, research and creative activity of UB faculty, students and staff.
  • Success measures

    • percentage of faculty engaged in funded scholarly activities as appropriate to each discipline
    • number of scholarly and creative work products generated by the UB community
    • number of scholarly and creative work products appearing in top-ranked venues
    • number of citations regarding UB scholarship and creative works as appropriate to each discipline
    • number of students engaged in scholarship, research and creative activities
    • number of internally-funded grants submitted and number awarded
    • number of grant and contract proposals submitted for extramural funding and number awarded
    • media coverage of UB scholarship and creative works
    • number of faculty participating in the Experts Guide.

Goal 5: The University of Baltimore will be recognized for responsible stewardship of institutional resources and for its prominent role as an anchor institution in midtown Baltimore.


5.1: Apply the institution's intellectual, creative and financial capital to the opportunities and challenges of UB's surrounding community, the city, state and region.

5.2: Expand service learning and internship opportunities in the surrounding community; engage UB alumni and other area leaders as educational partners and community stakeholders.

5.3: Achieve distinction for urban environmental sustainability in programmatic offerings and campus practices.

5.4: Continue to pursue public/private partnerships and other innovative practices to further develop the UB campus and UB Midtown.

5.5: Maximize the use of institutional resources through effective budgeting, efficient management and an ongoing commitment to best practices across the institution.

5.6: Launch a new capital campaign to increase support for students, faculty, staff and campus infrastructure.

  • Strategies

    • enhancing the work of UB's centers and clinics in addressing area opportunities and challenges
    • strengthening the neighborhoods near campus as vibrant, attractive places to live and work
    • maintaining the Carnegie community engagement classification as an urban, engaged university
    • continuing to commit to anchor strategies and partnerships in central Baltimore
    • tracking and promoting UB student, faculty and staff community and civic engagement
    • increasing service learning and internship opportunities within UB's surrounding community
    • offering continuing education programs, in multiple formats and schedules, aligned with local workforce needs
    • developing metrics to assess and improve institutional effectiveness and efficiency
    • enhancing the culture of sustainability across campus
    • implementing continuous quality improvement methodologies across administrative units and institutional processes
    • strengthening the connection between the campus community and the University of Baltimore Foundation.
  • Success measures

    • number of research grants funded that are focused on local initiatives
    • civic and community engagement of UB community members
    • maintaining the Carnegie community engagement classification
    • number of effectiveness and efficiency metrics met or exceeded
    • number of new public/private partnerships for campus and area development
    • meeting or exceeding the goals of the president's climate commitment and state targets for carbon reduction
    • meeting or exceeding the goals of the capital campaign.

Goal 6: The University of Baltimore will be a preferred workplace and destination of choice for faculty, staff, students and alumni.


6.1: Provide competitive salaries and benefits to retain and attract high-caliber faculty and staff.

6.2: Strengthen professional development opportunities for faculty and staff, including clarity regarding tenure expectations and performance evaluation processes.

6.3: Continue to strengthen the effectiveness of shared governance.

6:4: Strengthen leadership and management with regard to implementing best practices for a preferred workplace; foster a commitment to employee appreciation and respect.

6.5: Increase campus student employment options, especially those related to students' career goals; enhance graduate assistantships and research opportunities.

6.6: Maintain and enhance a safe, welcoming and vibrant campus environment.

6.7: Continue to cultivate a community that values diversity, equity and inclusion.

  • Strategies

    • developing faculty and staff compensation principles, consistent with the findings of salary comparison studies
    • increasing professional development opportunities for adjunct faculty
    • continuing to create a welcoming campus physical environment
    • regularly assessing employee satisfaction; using data to continually improve campus work/life culture
    • strengthening leadership development and staff competency programs
    • providing training programs to support implementation of preferred workplace best practices
    • enriching University life programming; creating additional opportunities for the campus and surrounding communities to engage in campus cultural, recreational and educational activities
    • enhancing communication and transparency between and among all campus constituencies
    • advocating for annual cost-of-living adjustments (COLA) and merit pay funding
    • maintaining clear, equitable policies for faculty promotion and tenure and for the staff performance management process
    • enhancing employee assistance programs
    • exploring campus child care options, including public/private partnerships
    • engaging in best and emerging practices to facilitate organizational change that results in a more inclusive and equitable community
    • co-hosting the 2014 Colleges & Universities Work Family Association Annual Conference.
  • Success measures

    • results of student, faculty, staff, alumni and stakeholder surveys and satisfaction indices
    • faculty and staff retention rates
    • recruitment success rates of top-level faculty and staff
    • number of graduate assistantships and on-campus student employment opportunities.