From Planning to Implementation »
The successful implementation of this plan requires: •
The intense involvement of the entire University community throughout the implementation phase, including the development of further implementation details at the unit level;
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A process to prioritize the proposed initiatives and actions, develop a realistic timetable, and assign the plan’s specific tasks to offices or individuals responsible for executing them;
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The development of a cost model and implementation of steps to secure the necessary resources; and
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The development of indicators of performance and a plan to systematically update the community on our progress relative to the goals of the plan.
Community Involvement in the Implementation Phase The strategic plan has been developed through an intensely consultative process over the course of this academic year. The Strategic Planning Steering Committee and four Major Initiatives Committees with representation from different constituencies worked together to develop a working draft of the plan. In this initial process, the committees first sought and received extensive contributions from the faculty, staff, students, alumni, and friends
of the University through a Web-based questionnaire. With the completion and release of the working draft, the entire community was invited to contribute and respond through a series of activities that included a second Web-based instrument that generated a large number of direct comments from the community; a presentation to the University Senate; three town hall meetings; a presentation to the Board of Trustees; a number of consultative meetings with alumni in various locations, including two locations in the Baltimore-Washington area, New York, Connecticut, and San Francisco; and a significant number of direct e-mails to members of the Strategic Planning Steering Committee. The committees welcomed these many comments and used them to revise and refine the document extensively. The revised plan was then shared with the community, presented to the Senate, and discussed in three additional town hall meetings. The community suggestions were once again used to further revise and improve the plan. The final version was subsequently presented to and endorsed by the Senate and approved by President Mote. The community involvement and consultation that characterized the development of the plan will continue during plan implementation. The details of the implementation process will be developed over the course of the next year. The University community throughout all divisions, units, colleges, departments, institutes, and centers will be intensely involved in developing specific details, action steps, and targets at the unit level. Prioritization, Timetable, and Assignment of Tasks The successful implementation of this ambitious plan in a large and complex organization requires a well-thought-out process to prioritize the initiatives based on their importance for the institution, the availability of funds, and other special circumstances. Before the end of Summer 2008, the President, vice presidents, and deans will convene in a retreat to develop a high-level, prioritized multi-year implementation plan. Subsequently, University-wide committees will be formed to develop additional
43 from planning to implementation
This strategic plan proposes great strides for the University of Maryland over the next ten years. Its vision is innovative and complex. The plan sets high expectations and offers a framework and guide for the University as it fulfills aspirations for future excellence. While the plan includes concrete goals and strategies, it does not include many implementation details. These details must be developed in a thoughtful and carefully planned implementation phase.