The TU 2010: Mapping the Future strategic plan outlined Towson's roadmap for the future.
The TU 2010: Mapping the Future strategic plan outlined Towson's roadmap for the future.
Developed with input from campus focus groups, advisory groups and the presidential transition advisory team, the TU2010 plan identifies five themes that are guiding Towson’s future growth and development:
These themes were used to create the goals and actions that were the foundation of TU 2010 and will carry the institution forward to the next plan. We will continue to evolve and be a sharing partner in our state and region. We will continue to assure that the expertise of our faculty is adaptable to a changing environment and to social, education and work force needs. We are the destination for the transfer of expertise and help drive the growth and development of our region. We will continue to be socially responsible and care about the needs of the residents of the county, city and beyond. We will continue to do all of these things while fulfilling our core mission and core values.
TU 2010 is not the final step in Towson University’s transition, but it is a great stride that will guide us into the future. Take a look at Beyond 2010 as we culminate the 2010 strategic plan and look forward to Towson University’s next phase of development.
In 2004, Towson University launched an aggressive strategic plan, Towson University 2010: Mapping the Future aimed to guide the University’s long and short-term growth and development in five areas: Resources for Success, Enrollment Management, Growth and Mix, Student Experience and Success, Partnerships Philosophy, and Telling and Selling the Story.
Over the next six years the 2010 plan became a living document embraced by faculty, staff, and students as they tackled ambitious goals, action items, and milestones. Towson University grew in quality and size, while remaining both affordable and accessible as one of the region’s largest public universities. The university’s significant advancements quickly received national recognition such as: Princeton Review TOP 50 Best Value College, U.S. News and World Report TOP 10 Public -Master’s North, Kiplinger’s TOP 100 Best Value, and Forbes TOP 100 America’s Best Public Colleges.
As Towson University concludes the 2010 plan and move forward into our next phase of development, we will rely once again on the dedication of our campus community, our friends and our alumni. The 2010 plan was the institution’s roadmap to the future, and today it is clear to all that Towson University is on the road to excellence.
Create and serve…
We will respond to the higher education needs of the region and greater metropolitan
area. We will also continually work with business, nonprofit and government operations
to develop programs that will be responsive to current needs, future needs and create
opportunities for partnering with the community to address them.
An engine of change…
Through university centers and institutes we will monitor and analyze academic, social
and economic trends and leverage university expertise and resources. We will respond
to changes in the broader environment and drive appropriate and responsive change
as warranted.
Responsible growth…
Enrollment growth will be blended with physical and cultural change and growth. As
enrollment growth takes place, we will create physical changes that will enable the
university to respond to student needs. As size and physical change occurs, we will
assure continued excellence in academic capabilities and a university culture that
responds in supportive ways to an ever-changing external environment.
Strength within…
We will prepare to serve a changing external environment by strengthening and building
bridges in our internal environment to create a more responsive and rapidly adaptable
university. Through the blending of expertise, programs, resources and cultures, we
will strengthen our ability to be an engine for change and to respond to an ever-evolving
external environment.
We recognize that athletics, both intramural and intercollegiate, are key components to the success of our university goals. Athletics will be an integral part of the university culture, to enhance the experience of all students, and as a key partner externally in presenting Towson University.
An institution of unlimited boundaries…
While on-campus physical change and growth takes place, we will expand university
boundaries. Through regional centers of education and expertise, we will partner with
education colleagues at all levels, partner with government, business, and nonprofit
organizations, embrace existing and new forms of remote learning and, through life-long
and creative forms of learning, we will achieve goals through efforts far beyond our
physical campus.
A timeless experience
We will continue to support an academic and overall campus culture and environment
that will provide an undergraduate education and outcomes based upon our core values
and beliefs. We will also create a future for graduates that will encourage them to
remain partners with, and supporters of, Towson University. Relying on our campus
without boundaries approach, we will be prepared to offer our graduates opportunities
through graduate education, non-credit experiences, real-life experiences and on-
and off-campus life-long learning opportunities as part of their unique educational
path.
A sharing partner…
We will assure that our academic and technical expertise is adaptable to changing
environment and work force needs and that we become a destination for the export of
expertise and the development of partnerships with all education, social and economic
elements of our broader environment. Through these partnerships we will become an
engine to drive work force development.
Diverse and Inclusive…
Our diversity initiatives will result in a learning community which mirrors the face
of the population surrounding us in our region and state. As new campus community
members join us from various cultural, racial and ethnic groups, we will infuse the
curriculum and environment with culturally responsive actions to foster broadened
perspectives and high achievement for all members of our community.
Able to meet the future…
As we examine our assumptions about the near and distant future, all actions, academic,
cultural and physical will be driven by the desire to create a productive future for
our students, our region and the metropolitan area. We will position the university
to have adequate flexibility and capability to respond to opportunities.
Improve/expand targeted outreach programs to allow us to achieve our goals for enrollment
size and student mix.
Maintain undergraduate mix of first-time freshmen and transfer students to assure
balance between enrollment growth and student quality.
Expand offerings at existing satellite centers by 10 percent and institute offerings at one new satellite center in 2005.
Build a strong, targeted diversity outreach effort to help achieve diversity goals in hiring and student recruiting.
Align resources and retention efforts to meet our enrollment goals and make Towson
a first choice institution for an increasing percentage of students.
Meet enrollment demands and projected growth from 22,000 to 25,000 over the next decade
assuming adequate state resources.
Create Presidential Scholarships to bring the best and the brightest to Towson University.
Support systems for undergraduate studies will be reconstituted and Academic Affairs will redesign the advising system for better integration with first year programs and with majors’ advising. Our support system will identify at-risk student populations and develop retention or intervention strategies to help them succeed.
Provide advising for all students.
Create programs and partnerships with targeted feeder schools to promote the university’s diversity.
Develop select undergraduate and graduate programs and initiatives to meet work force
needs.
Develop programs to address local needs, including Homeland Security Information Management,
Information Assurance, Computing for Teachers, and Health Professions.
Develop non-credit work force development programs in health care and teacher education. Develop an International Business Incubator.
Respond to the increasing educational needs of our region, in particular Baltimore County and Baltimore City.
Develop and implement a plan to meet the growing need for science and mathematics teachers in our region.
Support initiatives that promote diversity.
Celebrate campus diversity through curricular and co-curricular offerings.
Expand outreach efforts within the community through the Building Steps Program, CollegeBound Foundation, Reading Clinics and other similar initiatives.
Improve our graduation and retention rates to place us among the top 10 percent of
our peers.
Launch a campus-wide initiative to make health and safety of our students a top priority.
Provide leadership through Student Affairs to better assist students experiencing challenges due to physical and/or mental health issues.
Develop co-curricular activities to encourage student engagement in the university
community.
Create a strong first year experience for students to get them connected and engaged
from the start of their Towson experience.
Establish signature events for students and alumni to identify with Towson University.
Promote civic engagement, including but not limited to the American Democracy Project.
Provide an academic organizational structure, support services, library and technology
to create an enriched environment to serve student needs in a dynamic marketplace.
Assess and continually improve the quality of services to students, faculty and staff
throughout the university.
Reengineer enrollment services to better serve students from initial recruitment through
the first year.
Affirm and enhance the educational experience we provide, grounded in traditional
values of a liberal education, while addressing work force needs of the state.
Identify programs and opportunities, such as a theme semester and learning communities,
where the campus comes together to model an “engaged community.”
Require every student to participate in at least one service-learning opportunity.
Assure the Career Center meets student needs.
Establish more student groups, organized around the majors, for networking, social and study purposes.
Develop the University Honors College to serve our most academically talented students.
Engage students in off-campus educational experiences.
Provide at least one experiential learning opportunity, on- or off-campus, for all
students to help them integrate their classroom experiences and to connect and include:
hands-on learning, service learning, group projects, project-based learning, internships,
job shadowing.
Double the number of internships over five years.
Double the number of service-learning projects over five years.
Enhance facilities and campus refurbishment and replenishment efforts to provide a high quality educational environment and workplace.
Plan and implement renewal and replacement programs for newly constructed or renovated buildings.
Establish centralized scheduling and create a master calendar for the university.
Develop standards for classroom technology including support, equipment replacement and training.
Plan and implement a multi-year strategy for converting classrooms for instructional technology.
Serve and continue to evolve as a work force engine for the state.
Develop local and state agency partnerships that target nurses, teachers, and health
professions.
Expand business partnerships.
Work with Baltimore County Department. of Economic Development, MIDAS, Tedco, and DBED with focus on IT professionals and business leaders.
Expand outreach efforts to promote economic development and address social issues
within the state.
Expand our business outreach efforts through organizations such as with the Mid-Atlantic
CIO Forum.
Expand K-12 efforts with Baltimore City to target special education and reading needs.
Expand our community outreach efforts through local entities such as the Greater Towson Committee and national entities that are locally based such as the National Federation of the Blind.
Enhance our efforts of working with the local school K-12 systems.
Develop programs to support and help retain teachers in local school systems.
Expand public-private partnerships to build new auxiliary facilities.
Strengthen linkages to local, state and federal governments.
Expand partnerships with federal agencies including NSA, NASA, SSA, and the Department
of Homeland Security.
Develop a strong shared governance structure that involves stakeholders throughout
the university and assure a responsive organization structure.
Evaluate the existing university organization structure and make changes as necessary
to assure the structure allows the university to meet its goals.
Establish new partnerships.
Collaborate with technology companies to enhance technology capabilities of the campus.
Develop a strong working relationship with Maryland Public Television to create new teaching and learning opportunities.
Develop joint targeted programs with University System of Maryland partners, for example a joint MBA.
Establish partnerships with the region’s professional sports organizations to pursue cooperative programs, internships and civic opportunities.
Explore becoming a partner with a Charter School in the Baltimore City and/or Baltimore County Public School System.
Enhance recruitment and retention efforts and development opportunities for faculty.
Reenergize and expand faculty development opportunities.
Faculty Development, post-tenure review, and administrative leadership will provide tools to intervene proactively with faculty at critical stages of career development.
Transform the Technology Fellows program into a summer institute.
Enhance recruitment and retention efforts and development and training opportunities
to open career paths for staff.
Provide development opportunities and career paths for staff.
Plan and implement credential-based, university-wide staff development in key areas including budget, financial operations, and internal control.
Develop and implement a comprehensive orientation program for newly hired staff and create an employee handbook.
Implement the Master Plan to address the educational, research, housing, recreation
and co-curricular space needs to support the student experience.
Pursue a strategy to ensure housing for first-year students.
Provide additional space for student organizations.
Develop on- and off-campus housing options to support enrollment growth.
Plan and implement the renovation and expansion of the University Union.
Maintain staffing of police force and escort services that are matched appropriately to institution size, and support the efforts of University Police to achieve accreditation.
Encourage safety by providing education programs to the campus community.
Expand health, counseling and public safety resources to parallel enrollment growth.
Expand and improve campus infrastructure to allow for extramural support of faculty
research and scholarship efforts.
Provide support to expand grants, contracts and extramural funding efforts.
Increase the level of philanthropic giving to the university.
Initiate a capital campaign that coincides with Towson University’s 140th anniversary.
Organize our campaign efforts for year 2004-2005 with an internal goal of $5 million dollars. Place major emphasis on obtaining corporate gifts and foundation gifts both regionally and nationally. Identify priorities among academic programs with philanthropic and donor potential.
Reinforce links among academic programs, work force development and economic impact.
Work with the deans to develop very targeted fund-raising plans which engage donors to give to specific programs and projects.
Create a staff committee that promotes increased participation in employee giving rates.
Expand our resources for the library and campus technology as a critical resource
in support of existing programs.
Increase collaboration with the University System of Maryland and Affiliated Institutions
(USMAI) Consortium of Libraries to expand campus resources and services.
Convey Towson’s message to the external community.
Provide “spokespersons” statewide to tell the Towson story.
Collect and examine data about students to ensure that we can tell the story of who they are, what they are doing, and what they are learning as a result of their Towson experience. Develop a comprehensive assessment plan to document learning outcomes for student development.
Develop a Towson “Brand” to bring the Towson story to the external community.
Launch a marketing campaign to bring the Towson story to the external community.
Develop a “What’s New at Towson Today” periodic postcard to targeted external audiences.
Take intellectual resources “on the road,” for example an RESI breakfast seminar to business leaders in other parts of the state. Serve in leadership roles in the GBTC,
Maryland Business & Technology Coalition, Maryland Business Roundtable. Host local Town Forums. Create a Metropolitan Leadership Institute.
Ensure that our legislative goals are integrated into our public relations goals.
Totally redesign our Web presence to better tell the Towson story and to facilitate information retrieval.
Improve campus inter- and intra-divisional communication.
Provide internal marketing support for key faculty/staff by providing access to marketing
information, sharing opportunities, soliciting event information via an electronic
marketing “bulletin board.”
Redesign the Student Affairs Web site to enhance internal communications with students.
Develop and implement financial planning and reporting processes that better meets university needs, in coordination with other university units.
Make the arts and athletics key components of campus life and use both as links to
the external community.
Partner with Athletics to get students out to games.
Ensure that students are aware of all options for involvement in and exposure to the arts.
Encourage broader participation in the intellectual, artistic and athletic offerings of the campus.
Solicit feedback from our graduates and their employers to measure our success.
Annually, compare what we accomplish to what we said we would accomplish.
In 2004, Towson University launched an aggressive strategic plan, Towson University 2010: Mapping the Future aimed to guide the University’s long and short-term growth and development in five areas: Resources for Success, Enrollment Management, Growth and Mix, Student Experience and Success, Partnerships Philosophy, and Telling and Selling the Story.
Over the next six years the 2010 plan became a living document embraced by faculty, staff, and students as they tackled ambitious goals, action items, and milestones. Towson University grew in quality and size, while remaining both affordable and accessible as one of the region’s largest public universities. The university’s significant advancements quickly received national recognition such as: Princeton Review TOP 50 Best Value College, U.S. News and World Report TOP 10 Public -Master’s North, Kiplinger’s TOP 100 Best Value, and Forbes TOP 100 America’s Best Public Colleges.
As Towson University concludes the 2010 plan and move forward into our next phase of development, we will rely once again on the dedication of our campus community, our friends and our alumni. The 2010 plan was the institution’s roadmap to the future, and today it is clear to all that Towson University is on the road to excellence.