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Several hundred attendees discuss themes, objectives, and outcomes at the interactive events; a survey also is available to send co-chairs your thoughts on the draft plan.
About 250 members of the University of Maryland, Baltimore (UMB) community participated in two town halls in March designed to gather feedback on the themes, strategic objectives, and strategic outcomes of the current draft of the University’s 2027-2031 Strategic Plan.
Led by the Strategic Plan Steering Committee co-chairs, Yolanda Ogbolu, PhD, NNP, FNAP, FAAN, professor and the Bill and Joanne Conway Dean of the University of Maryland School of Nursing (UMSON), and Jenny Owens, ScD, MS, vice provost of academic affairs, UMB, the two events were interactive, including breakout sessions where the participants discussed the six proposed themes and a debriefing where key highlights were shared with the co-chairs.
UMB community members also can read the proposed themes online and provide feedback through this survey.
The co-chairs said they would use the ideas collected from the survey, the in-person town hall held March 23, and the virtual town hall held March 25 to revise the Strategic Plan draft before presenting it to UMB’s executive leadership team and the University community at town halls May 7-8.
Watch a video of the March 25 town hall below or on YouTube.
The March events kicked off with Owens explaining that the Strategic Plan, which the University prepares every five years, is an opportunity for UMB to examine its priorities and goals, particularly in light of recent changes that have been felt throughout higher education institutions in the country.
“We’re here to set priorities,” Owens said. “In a year marked by significant change, it is especially important that we come together to focus our efforts, strengthen our collective direction, and ensure we are advancing in ways that reflect our mission and aspirations.”
Owens noted that the strategic planning process began in the fall with the Steering Committee convening every two weeks to develop the current themes, objectives, and outcomes. The committee has met or plans to meet with numerous stakeholders such as the University Student Government Association, Faculty Senate, and Staff Senate. The plan will be submitted in June to the University System of Maryland. UMB’s seven schools and its administrative units then will work from July to December to build their own smart goals to align with the Strategic Plan, which will go into effect Jan. 1, 2027.
Owens also shared an environmental scan that showed national impact to higher education institutions in the areas of student loans and aid; immigration and international enrollment; research funding; accreditation and accountability; and campus culture and climate.
“Our core values remain constant, even as the environment around us continues to shift,” Owens said. “There’s been a decade’s worth of disruption in just one year, and it is essential that we stay informed, thoughtful, and deliberate in how we respond.”
Ogbolu said that as part of the process, the mission, vision, and core values of UMB are not changing.
“As we lean into our core values with optimism, we seek UMB’s collective voice to continue to shape the themes and strategies that will define UMB’s path forward,” she said.
Ogbolu discussed each of the six proposed themes, strategies, and objectives before the groups broke out in several 15-minute sessions to offer feedback and thoughts to moderators, who will share the information gathered with Owens and Ogbolu. The six draft themes and their objectives are:
- United for Impact: Act as one university, connected by shared identity and purpose, and adapt with speed to create lasting impact to improve the human condition.
- Student, Faculty, and Staff Success: Students, faculty, and staff are engaged and connected with equitable access to resources to thrive academically and professionally to contribute within and beyond the University community.
- Future-Ready Professional Education: Prepare learners to adapt, grow, and lead in professions that are evolving and in roles that have yet to be defined, developing them not only as experts in their fields but as leaders and innovators shaping the future of care, justice, and human services.
- Elevate Research and Scholarship Excellence: UMB will elevate, sustain, and grow research and scholarship excellence.
- Accelerate Digital Transformation and Innovation: UMB will accelerate innovation and digital transformation in a rapidly changing technological landscape.
- Deepen Community and Global Engagement: Advance global and community engagement excellence by cultivating trusting, high-impact collaborations in concentric circles starting with our Baltimore neighbors to national and international communities and partners.
Ogbolu emphasized that the Strategic Plan process was designed to be transparent and inclusive.
“We approached this work with a clear commitment to a people‑centered process,” she said. “Time and again, we heard that this Strategic Plan is about all of us — students, faculty, and staff — and how we come together to collectively advance our shared mission.”
Several of the attendees said they were grateful to be included in the process through the town halls.
“I appreciate that the University creates space for us to share our perspectives and contribute to the Strategic Plan. The event was very well organized and created a welcoming space for open dialogue,” said Onyi Esochaghi, MHA, program manager, Strategic Engagement and Impact, UMSON, who attended the in-person town hall.
Stacey Rose, EdD, MEd, MSW, director of UMB’s Core Values Program, agreed, saying she appreciated the opportunity to contribute to the Strategic Plan during the in-person event.
“It is obvious that care and consideration have been put into the proposed outcomes, and I appreciated hearing others’ voices and contributions regarding tweaks in the wording and emphasis,” she said.
Fiama Romero, MS, program manager, Office of Student Research, University of Maryland School of Medicine, said she attended the virtual town hall as both an employee and president of the UMB Staff Senate.
“As president of the Staff Senate, it was important to me to show up and represent staff voices — but I wasn’t there only in that role. As a UMB employee, I have a real, personal investment in UMB continuing to be a great place to work,” she said. “This was an opportunity to help shape the University’s priorities for the next five years, and participating felt like both a privilege and a civic duty. Our voices matter, and this was a chance to make sure they’re part of the conversation.”
Romero said she was impressed with the event’s participatory structure.
“There was a lot of space for small-group discussion and real brainstorming,” she said. “I also appreciated that this is happening early in the process — it made it feel like the feedback shared will genuinely be considered.”