The USM in 2010: 

Responding to the Challenges that Lie Ahead

Executive Summary

This plan presents what the University System of Maryland can and ought to be in 2010, identifies challenges it faces in realizing the plan, and articulates specific, measurable strategies USM institutions must undertake in order to succeed. It was developed in the larger context of what the State can and ought to be in 2010. The USM exists to serve the people of Maryland: In the knowledge-based economy of the next decade and beyond, Maryland's success will be determined by the strength of its entire educational system, K-16 and beyond.

Development of the plan

An institutional working group, including senior institutional executives and four USM Presidents guided the development of the USM plan. Twenty-one key issues, representing the challenges and opportunities facing the USM, were identified. Background papers on each of these issues were completed by institutional experts and by USM Office staff. The background papers served as the basis for the discussions of the institutional guiding group. The USM Presidents discussed key issues in four monthly meetings and approved the draft of the plan on June 26, 2000.

The plan's broad goals will be accomplished by the USM institutions acting both individually and collaboratively, reflecting the "institution centric" approach adopted in SB 682. Each institution has prepared a summary of its responses to critical issues identified in the plan. These responses are rooted in the institutional strategic plans. The System's greatest strength, the reason it is such a critical asset to the State, is the diversity of its institutions. Despite its breadth, there is no element of the plan that cannot be addressed by one or more USM institutions.

Like all effective strategic plans, this is -- and will remain throughout its lifetime -- a work in progress, a living document. In fact, State law calls for the plan to be reviewed and modified if necessary on at least an annual basis. The plan addresses statutory mandates and is consistent with MHEC's State Plan for Higher Education. Every effort was made to include key stakeholders in its development. We expect and hope that it will be the subject of serious continuing discussion by all stakeholders, and further developed and improved.

Responding to change

The issues identified in the plan are grounded in demographic and macro-economic trends. We have been successful in addressing such trends, but over the next decade their scope and pace will increase and accelerate. Following are some of the significant changes we must address:

• The State's population will increase overall, but the size of its workforce will decrease, creating shortages in critical high demand occupations.
• The racial and ethnic diversity of the State will increase significantly, challenging the USM to recruit and retain more students from populations that heretofore have been underrepresented on our campuses.
• The children of the baby boom, "the baby boom echo," are coming of college age, requiring our institutions to expand significantly.
• Curricula, teaching methodologies, and the time and place where teaching and learning occur must be adapted to fit the needs of students.
• The economy will demand new skills of workers, with jobs following educated labor. The USM must provide increased opportunities for "lifelong learning."
• Linkages between research, teaching and economic development will become stronger. Maryland businesses will look to the USM for new technologies to remain competitive.

Leading the State's response to change

In response to these changes, the plan identifies the following broad objectives for the USM:

• Development of an enrollment growth strategy to dramatically increase the overall number of Marylanders holding baccalaureate degrees, particularly in critical, high demand occupations.
• Increased participation and achievement of minority students, who will be the key to expanding the State's labor force.
• Limiting tuition increases to assure that our programs remain affordable.
• Improvements in all key facets of the higher education enterprise: faculty quality; richer experiences for students; use of technology; and increased opportunities for lifelong learning.
• Greater efforts and investment in research to position the State as an international leader in science and new technologies and the USM as both a valued partner with business and an intellectual asset to the State.
• Effective management of the USM's resources to achieve national eminence, sustain the trust Marylanders have placed in the System, and increase the pride Marylanders have in the quality of the System and its contributions to the State.

An ambitious plan

This is an aspirational and ambitious plan that presents an agenda for the USM for the coming years and its role in Maryland's future. The possible Maryland in 2010 has a thriving economy, grounded in its position as an international leader in new technologies and the sciences. It has a highly educated citizenry, engaged in the life of their communities. And it has an educational system contributing to the economic, cultural and social strength of the State by meeting the needs of a diverse population. The University System of Maryland can help make this a reality through the successful implementation of this plan.