From
Vision to Reality
Strategic
Plan of the University of Maryland Center for Environmental Science
In
December 2004, the University of Maryland Center for Environmental Science
completed a new strategic plan that sets a course for the remainder of the
decade, addressing the needs for environmental science, while taking into
account the fiscal realities of a research institution within a public
university system. The plan was based on unprecedented analysis and
reflection that included a Self Study, an External Peer Review, and
extensive crafting by the Center's faculty and administration. The 48-page
plan includes detailed strategies with implementation steps, measurable
outcomes and timelines. The elements of the plan are summarized briefly below.
Strategic
Directions
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Science
to support ecosystem-based management. Marshal the
disciplinary breadth of the Center to support integrated management;
demonstrate the power and utility of the approach; strengthen
capacity; train the next generation of environmental problem
solvers; and market the Center as a national leader. |
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Multi-scale ecosystem restoration. Build
on existing practical capabilities by developing scholarship
in scaling and modeling; integrate habitat restoration
strategies; encourage research that links ecological and social
systems; stress assessment of performance; and develop "smart
restoration" outreach themes. |
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Linking observing systems and forecasts from
mountain to sea. Continue leadership in advancing
observing system technologies and observations; link upland,
estuarine and coastal ocean observations; develop a-to-z
observations-to-forecast capabilities from mountain to sea; and
establish leadership role in ecological forecasting |
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Regional consequences of climate variability and
change. Expand on existing reputation for assessments of
climate change impacts; apply weather and climate data to ecosystem
hindcasts and forecasts; build linkages with institutions engaged in
global and regional climate modeling; and improve the recognition of
climate variability and change by managers and the public. | Integration,
Application, and Education Strategies
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Evolution
of the Integration and Application Network (IAN). Build
on the significant success in engaging stakeholders and clients;
increase the engagement and involvement of faculty in IAN
activities; and produce robust environmental predictions and
assessments. |
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Graduate Education. Revitalize and empower the
Graduate Faculty Council; improve the Center's identity as a center
of excellence in graduate education; build a critical mass of students
at each laboratory; develop additional support for stipends;
critically review and revise curricula; and collect and analyze data
to provide regular evaluation of educational outcomes. |
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Environmental Science Education.
Maintain high-quality teacher, student and public education
programs; expand the library of products; collaborate with faculty on
education and outreach elements for their research proposals; promote
the Environmental Science Education Program; expand evaluation
efforts to assess impact of programs and products. |
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New educational enterprises. Participate
in University System of Maryland online instruction initiative by
delivering select undergraduate courses; develop, market and execute
non-degree professional development programs; and design and
initiate masters and certificate programs aimed at working
professionals. | Institutional
and Resource Requirements
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Faculty Productivity |
Maintain
faculty productivity database; implement "professional
portfolios;" develop and employ mechanisms to mentor junior
faculty members; and expand the use of research faculty where
appropriate. |
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Effectiveness & Efficiency of
Administration and Support |
Implement Board of Regents E&E recommendations;
continue streamlining administrative processes; take maximum
advantage of information and communication technology; establish
periodic faculty review of services; and enhance capacity for
increasing and managing sponsored research. |
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Coherence and Identity |
Achieve and promote success in working across
laboratories; focus on Center affiliation; increase high-profile
publications; increase sense of identity of graduate programs;
distribute a newsletter; and develop a "theme" phrase. |
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Development |
Enhance communications with laboratory directors and
faculty; expand constituencies in southern and western Maryland;
seek support for new research vessel, graduate fellowships and
strategic directions; maintain effective Board of Visitors; and
participate in USM Capital Campaign. |
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Collaboration
& Leadership |
Develop or strengthen collaboration with USM
institutions; assume leadership in achieving greater coherence and
effectiveness in environmental research, education and advisory
service programs; and serve as a clearinghouse for USM
expertise in the environmental sciences. |
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Funding |
Achieve more appropriate, realized indirect cost
recoveries; invest savings to increase productivity; increase
service revenues, large research awards, and reimbursements for
instructional services. |
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Facilities |
Construct addition to Truitt Laboratory and Information
and Communication Service building at CBL; design and construct a
new Chesapeake Bay research vessel; apply facility renewal funds to
urgent needs and mission requirements; develop a plan for a Horn
Point Heritage Reserve; and advance planning for longer term
facility requirements. | |
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