The Town Hall explores the objectives of the strategic plan
The Co-Chairs of the University of Maryland, Baltimore (UMB) Strategic Plan 2022-2026 hosted a virtual town hall on June 3 to provide updates, questions from the field and discuss core values, themes, strategic goals and strategic outcomes of the plan as a six-month drafting process comes to an end.
The process began in January with a review and revision of the UMB Core Values and the development of themes, goals and outcomes guided, among other things, by the updated set of Core Values, Mission and the vision of the University and the objectives of the UMB. president and university system of Maryland.
“We are in the last lap and in the home stretch,” said Roger J. Ward, EdD, JD, MSL, MPA, Acting Provost, Executive Vice-President and Dean of University of Maryland Graduate School, who chaired the town hall with his co-president Judy L. Postmus, PhD, ACSW, dean of the University of Maryland School of Social Work. “We greatly appreciate the continued engagement of our UMB community and the advice of our steering and logistics committees. They have worked tirelessly to get us to the point where we are on the verge of adopting our next five-year strategic plan.
(Read more on the 2022-2026 Strategic Plan and watch videos virtual town halls.)
Ward and Postmus led the audience through a PowerPoint presentation, starting with a recap of the revised Core Values, a new set of values that will replace the core values of Responsibility, Civility, Collaboration, Diversity, Excellence, Knowledge and leadership that were developed during the 2011-2016 UMB Strategic Plan. The new core values are:
- Respect and integrity: We value each other and hold each other accountable to act ethically and transparently using compassion and empathy.
- Well-being and sustainability: We care about the well-being of our people, our planet, our communities and our university.
- Equity and justice: We embrace and commit to diversity, and we value inclusive and just communities. We oppose racism and oppression in all its forms.
- Innovation and discovery: We imagine and explore new and improved ways to accomplish our mission of research, education and service.
Ward noted that the New Core Values are an extension of the previous set of Seven, with civility and responsibility evolving towards respect and integrity; Diversity evolves towards equity and justice; Excellence, knowledge and collaboration evolving towards innovation and discovery; and Leadership is built into all new core values.
“We have made complete changes to our core values, not necessarily by rejecting old values and introducing new ones, but by evolving them into the language we use,” Ward said. “It was a big job that took a long time, but we received a lot of feedback from the UMB community to help us create these core values, so we are grateful for that. “
Postmus spoke about each set of new core values and noted that with well-being and sustainability, the word “sustainability” goes beyond just respect for the environment.
“It’s a feeling of caring for each other, supporting each other and supporting our world, our climate and all in it,” Postmus said. “To understand and grasp the full story of this new foundational value, we use terms such as school-work-life balance; ecological; responsible management of resources; friendly and family; and mindfulness.
“We anticipate and hope that every professor, staff and student of the University can feel and participate in the implementation of these core values and demonstrate them in their behavior.”
The Co-Chairs then discussed the six themes of the plan – the main areas of focus of the University for the next five years, which are influenced by the mission, vision and core values of the UMB – as well as the objective. of each theme and strategic outcomes. for each goal. The themes are:
- Community partnership and collaboration
- University culture, commitment and belonging
- Student growth and success
- Innovation and reimagination
- Global health and education
- Integration of core values and responsibility
“Each strategic goal is viewed as a long-term organizational goal. It puts the theme in context and highlights it, ”Ward said. “There are multiple strategic outcomes – there are four to six for each theme – and that’s what we aspire to accomplish in five years.
“This is where the rubber meets the road. This is where deans and vice-presidents strive: what goals, priorities and strategies should we, at the school level and at the administrative unit level, put in place to help the University to achieve its strategic results? “
The presentation detailed the strategic objective and results of each theme; Postmus and Ward have shown the public a online survey for the UMB community to provide more feedback on the plan; and the Co-Chairs responded to questions from the audience on how members of the UMB community can contribute to the plan, how to measure its success, and how to ensure that incoming students are aware of the plan once it is completed. it is implemented.
On the latter issue, Postmus said schools will need to be proactive in promoting the core values of UMB as well as the themes and goals of the plan.
“This is where it is a question of making the Strategic Plan operational, of bringing it to life,” she said. “We’ll have the plan on our website and it will be available to everyone, but that doesn’t necessarily mean the students will. We will therefore have to promote it in our schools and administrative units, discuss it and include it in our program. Schools and units will need to have conversations about how we make the strategic plan real for our faculty, staff and students. “
Ward added, “When we recruit students we need to be crystal clear about our core values and what we stand for as an institution. And that should be reflected in our curriculum and our after-school programs. In everything we do here at UMB, we really have to live up to these core values.