Skip to content

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 entire strategic plan or a two-page overview, both 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.