UMGC: Innovation Forward. A Vision for Radical Agility Inside UMGC. by University of Maryland Global Campus

• Technology is disrupting how knowledge is delivered, assessed, and applied. Generative AI, immersive learning environments, and real-time data analytics are fundamentally changing how students learn; what they learn; and how institutions can teach, advise, and support them.

• Demographic cliffs and enrollment declines are already here. The pool of prospective students is shrinking in many regions. Competition is no longer just between universities, it now includes short-form learning, tech platforms, and global providers.

• Public trust is eroding. Rising tuition, student debt, and perceived misalignment with workforce readiness are prompting families and policymakers to question the value of traditional degrees.

IF WE DO NOT ACT:

• We risk becoming irrelevant to the next generation of learners.

• We forfeit leadership to more agile, AI-native competitors.

• We miss the oppor tunity to expand access and reshape outcomes for millions.

IF WE LEAD:

• We can create a truly learner-centered, AIempowered, and globally connected university.

• We can make education more affordable, accessible, flexible, and aligned with the future of work.

• We can champion higher education’s role as a lifelong driver of human potential.

Higher Education Cannot Rely on Incremental Change

Despite these growing challenges, many institutions still operate with decadesold assumptions, siloed systems, and slow adaptation cycles. The consequence? Lagging engagement, missed opportunities, and a widening gap between what learners need and what universities deliver. It is no longer enough to optimize the old model.

The moment demands that we reimagine the university . . . placing the learner at the center.

WHY OUR UNIVERSITY MUST CHANGE: CHARTING THE COURSE FOR UMGC IN 2030

OPPORTUNITY

We are standing at the edge of a transformational moment.

The decisions we make today will define the relevance, resilience, and reach of our institution for decades to come.

This is the time to act with boldness, to imagine a new model of university that is

• Natively digital and AI-augmented

• Radically learner centric

• Deeply embedded in industry and community

• Built for speed, scale, and sustainability

A Bold, Transformational Vision for an Agile, AI-Native, Lifelong Learning Ecosystem

At UMGC, there is broad recognition that incremental evolution is no longer enough; true transformational change is required. While current strategic documents provide value, they often become outdated quickly and lack the operational clarity needed to keep pace with rapid technological advancements such as AI. A central challenge in driving this transformation is organizational culture, particularly the need to overcome resistance to change and build stronger collaboration across departments.

The external pressures driving the need for urgent change include

• AI-Driven Workforce Upheaval: AI is reshaping the global workforce, creating a pressing need for large-scale reskilling. As the job market continues to be disrupted, employers are placing greater value on social capital and proven experience, accelerating the shift toward experience-based hiring.

• Changing Learner Demographics and Expectations: Today’s students include adult, working, militaryconnected, and other underser ved and nontraditional learners. They expect flexibility, career relev ance, and seamless pathways. These learners increasingly view higher education as a means to accelerate economic mobility and secure meaningful careers. They seek practical, shor terterm credentials that lead directly to employment, while also valuing opportunities to stack those credentials into degrees over time. Today’s students expect a personalized, technology-enabled experience that mirrors the convenience and responsiveness they encounter in other aspects of their

lives. They are looking for universities that act less as gatekeepers of knowledge and more as lifelong partners in learning, providing clear returns on their investment and the agility to keep pace with an evolving labor market.

• Financial Realities: Many colleges are grappling with persistent financial deficits, raising the likelihood of closures or consolidations. Addressing these challenges will require deeper, more strategic par tnerships that are suppor ted by dedicated teams along with a cultural shift away from institutional silos toward collaboration and shared innovation.

• Policy Focus: State-level initiatives are increasingly prioritizing career exploration and work-based learning, with a growing emphasis on credentials that carry clear labor market value. At the same time, federal policies are amplifying these trends by tying funding and accountability measures to student outcomes, employability, and return on investment, fur ther pressuring institutions to align academic offerings with workforce needs.

UMGC OF TOMORROW

In 2030, University of Maryland Global Campus has firmly established itself as a global leader in AI-driven education, seamlessly blending human insight with advanced technological innovation. The university, once known primarily for its accessibility and expansive online offerings, now commands a prominent global reputation for its visionary integration of ar tificial intelligence into every aspect of its operations, profoundly transforming the student experience and educational outcomes.

The strength of UMGC lies in our ability to adapt and lead with purpose. Innovation Forward brings together our faculty, staff, and students to reimagine what is possible in higher education. It is a call to unite around a bold vision, to put learners at the center, and to carry our university into its next era of excellence.”

—Gregory W. Fowler, PhD, President, UMGC

2030 AI-ENHANCED VISION

At UMGC, every student’s journey is designed to be uniquely personal, deeply immersive, and fully supported— academically, professionally, and holistically—and now, strengthened by the capabilities of AI.

From the moment a student enrolls, they are accompanied by a smar t, integrated, digital companion that acts not just as a guide but as a constant partner in learning, growth, and wellbeing. This companion doesn’t just manage to-do lists or send reminders, it knows the student. It understands each learner’s goals, strengths, preferences, and progress. Whether the student is a working parent returning to complete a degree or a military-affiliated learner navigating career transitions, UMGC continuously curates an experience that aligns with their life, adjusting course sequences, study schedules, and even communication styles to meet students where they are.

The support extends well beyond academics. The UMGC experience is built around the whole student—not just what they learn, but how they organize their days, manage routines, and sustain healthy behaviors. Subtle shifts in study patterns or daily habits can spark gentle prompts: a reminder to take a brisk walk, a suggestion for a pause between tasks, or strategies for maintaining focus across longer projects. When students begin to drift off course, their AI companion offers timely guidance and resources to help them regain momentum. Physical wellbeing is equally supported. Students receive curated tips for activity, exercise aligned to their schedules, and nutritional ideas that fit their lifestyles. Rather than generic reminders, these are personalized around each student’s goals, preferences, and daily realities, helping learners thrive both in and out of the classroom.

Inside the experience, students explore through interactive simulations—walking through historical reconstructions in augmented reality, manipulating molecules in vir tual chemistry labs, or navigating ethical decision-making scenarios in immersive business case studies. Instruction flexes and flows in response to the student’s engagement, comprehension, and pace. If a student struggles with a concept, the system responds immediately with alternate explanations, contextual examples, or a shift in delivery, all without requiring

the student to ask. Assessments are no longer anxiety-inducing checkpoints but dynamic tools for growth. Instead of static quizzes, students receive realtime, personalized feedback that helps them reflect, iterate, and improve. They can re visit a tough concept through an interactive case study, test their understanding in a safe simulated environment, and instantly see how their thinking has ev olved.

As students begin considering their nex t steps, whether entering the workforce, adv ancing in their careers, or pursuing further education, their digital companion transitions into a career coach. This coach guides them in refining résumés, building professional portfolios, and practicing interviews through realistic conversational simulations that reflect employer expectations. Beyond preparation, their coach proactively identifies job opportunities that match each student’s growing skill set, suggests networking connections, and lays out potential career pathways, often anticipating needs before students even know what to ask.

Throughout their journey, students aren’t navigating alone. Their digital companion is seamlessly connected with its human counterpar ts—academic advisors, instructors, and career coaches—creating a consistent, proactive support system that blends personalized guidance with human touchpoints. Students receive the right help at the right time from the

right source, whether that’s a mentor, a peer, or a career services specialist. Ultimately, the student experience at UMGC is not about navigating a system, it’s about being suppor ted b y one Every interaction is shaped to be intentional, empowering, and responsive. Students feel seen, heard, and guided, not just toward graduation but toward a future that’s meaningful, anticipated, and aligned with who they want to become. UMGC is not just offering an education, it’s delivering a lifelong, human-centered experience designed for success in a rapidly evolving world.

Artificial intelligence is a transformative force, but Innovation Forward is not an AI plan. It is a vision for how we reimagine the student experience, supported by the capabilities of AI and other emerging technologies. The focus is not on the tools themselves, but on how we use them to create a more personalized, more empowering experience for every learner.”

—Kris McCall, Chief Transformation Officer, UMGC

Learning Experience Design

at UMGC is continuously evolving, highly individualized, and dynamically adjusted in real time to align with market trends and industry demands.

AI is deeply integrated into the development process, identifying emerging skills gaps and providing real-time adjustments to curricula, instructional methodologies, and assessment strategies. AI-driven analytics continuously monitor global economic shifts, emerging industry requirements, and workforce trends, automatically adapting course content and outcomes to ensure maximum relevance and applicability.

Learning experience design evolves continuously, becoming highly individualized to meet the specific needs of different learner profiles. For example, a student pursuing cybersecurity may see emerging topics like quantum encryption or AI-driven threat detection modules integrated into their experience within weeks of those topics gaining relevance in the job market. AI-driven analytics at UMGC monitor global economic signals, job postings, professional certification trends, and even regional employment shifts in real time. For instance, suppose the healthcare industry experiences a surge in demand for telehealth coordinators or AI-based diagnostics experts. UMGC’s systems recognize this trend and adjust relevant health administration or IT experiences almost instantly to include these competencies. In business experiences, if specific, specialized generative AI tools become standard in marketing or operations, the curriculum pivots to include hands-on assignments and case studies using those tools. This real-time adaptability ensures that UMGC students are not only learning current knowledge but are also developing the most sought-after skills in their fields—precisely when employers are beginning to look for them. This approach transforms the traditional update cycle from years to weeks—or even days—to allow UMGC to stay ahead of market needs and equip learners for immediate career impact.

As

UMGC advances as an AI-native, skills-first institution , our c ommitment

to academic integrity

must evolve alongside our pedagogical models and technological capabilities.

In an era in which learners increasingly engage with AI tutors, copilots, and content generators, integrity cannot be viewed solely through the lens of plagiarism detection or rule enforcement. It must be redefined as a shared cultural norm that emphasizes responsible tool usage, ethical collaboration, and authentic demonstration of learning. Ensuring the credibility of outcomes in this environment demands new strategies for verifying mastery. Rather than relying solely on traditional exams or assignments, UMGC will prioritize performance-based assessments, real-world simulations, peer review, and project-based learning that mirror workplace challenges and require original thought, critical reasoning, and applied problemsolving. Skill verification may include employer-validated experiences, AI-assisted per formance tracking,

and digital credentialing frameworks that offer transparent evidence of proficiency. UMGC will design assessments that provide flexibility and uphold academic integrity in an era of AI, while students engage in conversations around digital ethics, authorship, and academic responsibility from their first point of contact. Through thoughtful design, transparent expectations, and continuous feedback, the learning ecosystem will be embedded with integrity, and the authenticity of a learner’s journey will be inseparable from the value of their credential.

At UMGC, the role of faculty has been redefined for the 21st century, evolving from course deliverers to strategic educators, pedagogical innovators, and collaborators with AI.

Rather than facilitating pre-designed content, educators co-create immersive learning experiences that adapt in real time to each learner’s goals, progress, and context. In par tnership with advanced AI systems, educators can proactively address individual learning gaps. For example, if a student struggles with a core concept in a data analytics course, AI flags the issue and suggests targeted resources, such as adaptive problem sets, case simulations, or concise explanation videos. The educator then determines the best way to intervene, curating or tailoring content for specific students or segments. This par tnership enables a responsive and continuously evolving learning environment, one where instruction is not only personalized but also deeply aligned with emerging knowledge and learner needs.

Educators are no longer bound by routine content updates or gradingintensive tasks. Those are handled by AI systems that ensure accuracy, consistency, and efficiency. This shift frees educators to engage in continuous pedagogical innovation. They now experiment in real time with teaching methodologies, A/B testing in different formats, contrasting delivery styles, or distinct assignment types. AI pro vides immediate feedback on what drives the greatest engagement and best learning outcomes. Insights once buried in end-of-term surveys are now available daily, enabling micro-adjustments that elevate the student experience. Educators use generative AI to draft augmented course content, simulate ethical dilemmas for classroom debate, build role-play environments, or de velop case studies based on breaking news. In a cybersecurity program, for example, an educator may work with AI to create evolving threat scenarios based on current global events, prompting students to respond in real time by merging technical skill development with decision-making under pressure.

Perhaps the most powerful evolution is in what educators now choose to emphasize: the uniquely human dimensions of education.

In a world increasingly shaped by AI, UMGC educators focus their energy on cultivating the skills that machines cannot replicate: critical thinking, emotional intelligence, intercultural communication, creativity, ethical reasoning, and leadership. In practice, this means dedicating time to rich discussions, personalized mentorship, and collaborative problem-solving projects in which students explore ambiguous, real-world challenges. Educators also play a central role in preparing students to work alongside AI, empowered by it, not replaced by it. They guide learners through the responsible use of AI tools, foster awareness of algorithmic bias, and engage students in discussions about the societal and ethical implications of emerging technologies. In business and leadership courses, for instance, students use AI to develop proposals, but it is the educator who helps them reflect on how to synthesize AI-generated input into

sound, values-based decisions

As educators’ roles evolve, so do their professional trajectories and support structures. UMGC invests in continuous development, offering AI fluency programs, pedagogical design labs, and interdisciplinary innovation fellowships. Educators collaborate across departments and disciplines, co-developing new academic models such as stackable credentials, experiential micro-courses, and global AI-driven learning simulations. The result is a culture that is empowered, experimental, and profoundly studentcentered. Educators are no longer evaluators of static progress but rather mentors, designers, and co-learners working in dynamic environments where innovation is the norm Their role is not diminished by AI, it is elevated, refocused on the intellectual and human work of shaping the next generation of adaptable, ethical, and forward-thinking professionals. In transforming the role of faculty, UMGC offers a glimpse into the future of academic work, a future in which technology enhances the impact of great teaching and human connection.

SUBJECT MATTER EXPERTS (SMEs) PLAY A MORE CRITICAL AND

MULTIDIMENSIONAL ROLE

THAN EVER BEFORE

No longer limited to content creation or course delivery, SMEs are now stewards of relevance, integrity, and innovation.

They ensure tha t curricula reflect the latest disciplinary knowledge while aligning with evolving workforce needs through close collaboration with industry and labor market data. As AI generates content and personalizes learning at scale, SMEs validate the accuracy, rigor, and appropriateness of that content.

These experts will serve as guardians of quality in an age of automation. They will also co-design authentic assessments that measure skill mastery in real-world contexts, working alongside instructional designers, employers, and technologists to create simulations, case studies, and experiential projects that resist academic dishonesty and foster deeper engagement. Moreover, SMEs will be key mentors and ethical guides, modeling responsible AI use and helpin g learner s discern credible information, apply knowledge critically, and navigate the complexities of academic and professional integrity.

SMEs anchor the UMGC academic mission to the real world, ensuring that what learners master is not only measurable but also meaningful.

ENHANCING FACULTY ROLES

Current Emphasis

Reviewing and assessing student work as the main responsibility

Evolving Emphasis

Supporting development of uniquely human skills: critical thinking, creativity, ethical reasoning, intercultural communication, and leadership

Engagement primarily through discussion responses, announcements, and feedback

Technology that mainly supports course delivery, grading, and communication

Instructors who ensure consistency, academic rigor, and accountability

Assignments emphasizing mastery of knowledge and independent effort

Professional development focused on course delivery and disciplinary expertise

Work that largely falls within established courses and programs

Assessment provides closure and measures of progress

Richer mentorship and facilitation through interactive discussions, personalized guidance, and collaborative problem-solving

Full integration of AI and technology, with faculty guiding responsible use, exploring bias, and addressing societal/ethical implications

Educators acting as designers, mentors, and co-learners in dynamic, student-centered environments

Projects that address complex, real-world challenges that require teamwork, creativity, and ethical decision-making

Ongoing growth underpinned by AI fluency, innovative pedagogy, and cross-disciplinary collaboration

Faculty collaboration across disciplines to co-create stackable credentials, experiential micro-courses, and global simulations

Assessment shifts toward reflection and integration of AI-generated input into values-based decisions

At UMGC, administrative functions have been fundamentally reimagined, not as bureaucratic bottlenecks, but as intelligent, responsive systems that elevate the student experience and empower staff as strategic partners in learner success. This shift has been driven by the seamless integration of advanced AI agents with targeted staff development, embedding innovation and agility into every layer of administrative operations.

Tasks that once involved paper trails, long wait times, and multiple handoffs are now fully automated, transparent, and tailored to each student. When a student applies to UMGC , AI-driven systems instantly scan application materials, validate academic history, and cross-reference documents with program prerequisites. Within seconds, the applicant receives a personalized admissions decision and a proposed degree plan, complete with transfer credits already evaluated using an intelligent rules engine trained on thousands of academic equivalency models, military experience and skills mappings, and previous work history.

In the financial aid process, AI dramatically increases speed and clarity. Instead of navigating dense paperwork, students are guided by a conversational AI assistant that can answer FAFSA questions, simulate award scenarios, and explain loan obligations in plain language. As new aid policies are introduced, such as shifts in federal Pell Grant eligibility or changes to state aid formulas, the AI system updates in real time, ensuring students always receive the most current and accurate information. For example, if a new scholarship becomes available for veterans in cybersecurity, the system proactively identifies eligible students, notifies them, and pre-fills their applications. Course registration and scheduling have moved from reactive to proactive and predictive. Using historical enrollment trends, degree audit progress, and even students’ part-time/full-time status, AI agents recommend optimal course schedules and detect potential bottlenecks before they occur. If a student veers off their graduation track because of course complications, the system identifies alternate pathways—such as enrolling in an online equivalent outside of UMGC, substituting a prior learning assessment (PLA) oppor tunity, or completing a microcredential—and presents these in a guided planning tool.

AI agents function as collaborators, providing advisors with real-time dashboards showing which students are at risk based on behavioral indicators (e.g., missing assignments, log-in frequency, financial holds) and suggesting proactive outreach strategies tailored to each case. For instance, if a working parent in an IT program begins to disengage, the system may recommend flexible course pacing or connect the student to UMGC’s virtual support resources.

At the staff and leadership level, AI enables true insight.

Predictive models now forecast enrollment by program, revenue by term, and student engagement by demographic segment. Executives and staff can go beyond static repor ts and ask natural language questions of the data, such as “How are military-affiliated students interacting with new advising tools?” or “Which academic programs are trending below expectations this term?” Answers appear instantly through interactive dashboards and repor ts that deliver both macro-level trends and micro-level insights.

CREDIT EVALUATION

Historically UMGC has been recognized as a leader in prior credit and learning recognition. Now, credit evaluation has been entirely revolutionized as AI agents read transcripts, extract course details with natural language processing, and match them against a dynamic, ever-learning database of course equivalencies.

In cases involving military or workplace learning, AI also reviews training records and résumés, aligns competencies with course outcomes, and recommends PLA credit, all without manual intervention.

When a human review is needed, the system flags only the exceptions, enabling staff to focus on nuanced decision-making instead of routine checks.

These real-time insights guide resourcing, marketing, and academic planning with unprecedented agility. But the transformation is about more than efficiency. It’s about building a more human-focused university. Staff roles have shifted from paperwork processors to strategic advisors, student advocates, and innovation champions. Administrative offices function as agile hubs of suppor t, where emotional intelligence and data intelligence work side by side.

The result is a university that scales suppor t without losing personalization, ensuring that every student feels seen, assisted, and guided by both people and technology in harmony. UMGC’s administrative model demonstrates how modern institutions can harness AI to become not only more efficient but also more compassionate, adaptive, and future-ready.

RESEARCH AT UMGC HAS UNDERGONE A

RADICAL TRANSFORMATION

Fueled by the integration of adv anced AI platforms that are redefining the boundaries of academic inquiry, institutional agility, and global impact, practical resear ch is an expanded driver of excellence at UMGC.

Once limited by bandwidth, resources, and manual data analysis, research at UMGC now operates at a velocity and scale previously unimaginable—enabling the university to take its place among leaders in educational innovation, applied learning science, and workforce transformation.

UMGC researches what works for students —not by becoming a traditional research university, but by using research and data to shape the future of higher education.

The university is expanding on a distinctive model of practical, applied research, focused on generating insights that directly inform institutional decision-making and improve the real-world experiences of students, educators, and staff. From optimizing teaching and learning strategies to improving service delivery and understanding

workforce dynamics, research at UMGC is designed to be actionable and aligned with its mission of serving adult and nontraditional learners at scale. To bring this to life, AI-powered research engines now sit at the core of UMGC’s discovery ecosystem. These platforms can rapidly scan and synthesize billions of data points, from student success and proprietary databases to real-time labor market intelligence, from federal education policy briefs to industry white papers.

For example, suppose a staff member or educator is exploring new models for AI-integrated online learning. The AI system can instantly generate literature reviews, identify knowledge gaps, and even propose potential frameworks for experimentation based on cross-domain analogs. Hypothesis generation and exploratory modeling are now accelerated by AI agents capable of recognizing non-obvious correlations across disciplines. For instance, AI may detect a link between dropout rates in adult out-of-state veteran learners and patterns of engagement in asynchronous courses. This observation may prompt the formulation of new inter ventions grounded in behavioral science and suppor ted by data. These systems go further, simulating outcomes, adjusting variables, and presenting predictive visualizations that guide research direction before time and resources are heavily invested.

One of the most profound shifts is how competitive grant proposals are developed. What once took weeks of coordination, manual writing, and data compilation now happens in a matter of days. AI platforms assist with drafting proposals tailored to specific funding agencies, aligning language with strategic priorities, identifying potential collaborators, and embedding the most current data and impact projections.

This research velocity has a compounding effect. As UMGC’s AIaugmented research output has grown in quantity, quality, and relevance, the university has attracted the attention of global industry par tners, foundations, and government agencies. These entities are now seeking collaboration on applied innovation; these partnerships are codeveloping scalable solutions for realworld challenges, such as reskilling displaced workers, designing AI-driven microcredential ecosystems, and building next-generation online learning environments. Strategic partnerships have expanded significantly, and tech giants are engaging UMGC as a testbed for cutting-edge learning tools. Federal agencies are funding multi-institutional research consortia anchored by UMGC’s workforce expertise. Global

employers are co-investing in initiatives focused on aligning learning with just-in-time job market demand. These partnerships are not transactional; they are deeply integrated into the university’s mission, with shared labs, data exchange agreements, and pilot programs co-developed by researchers and practitioners.

In just a few years, UMGC has expanded from a primarily teaching-focused institution to a research-active, innovationdriven university playing a central role in shaping the future of education and work. Research is a real-time, always-on strategic

capability aligned with the university’s broader mission to drive societal impact through access, relevance, and agility. UMGC’s AI-accelerated research transformation is not just a success story. It is a new model for the 21stcentury university, proving that with the right tools, vision, and partnerships, any institution can become a catalyst for global innovation.

At UMGC, success is not measured only by graduation rates, but by the confidence, skills, and opportunities our learners carry with them beyond the university. Innovation Forward challenges us to design every course, every service, and every system with student success in mind. It is a commitment to faculty as trusted mentors, to students as future leaders, and to building the kind of university where learners are not only educated, but empowered to step boldly into their careers and into the communities they will shape.”

—Angie Besendorfer, EdD, Chief Learner Experience and Success Officer, UMGC

AI-driven analytics are embedded in the fabric of UMGC’s leadership operations.

From weekly updates to long-range planning retreats, university leaders are now supported by dynamic dashboards and predictive models that surface real-time insights into everything from enrollment trends and learner behavior to financial forecasting and workforce alignment. For instance, before approving a new academic program, the system generates market viability reports, competitor benchmarking, and projected return-on-investment scenarios. These enable leaders to move swiftly and confidently. AI synthesizes vast datasets across the institution—among them student success metrics, market demand signals, budget performance, educator workload, and course engagement— and presents them in accessible formats tailored for decision-makers. This allows UMGC’s governance bodies to focus discussions not on strategic interpretation and values-aligned choices, but on strategic interpretation and mission-driven decisions.

The university’s shift to proactive leadership is a key advancement. For example, when AI detects a decline in enrollment from a particular lead type or identifies early indicators of student disengagement within a key demographic, the leadership team is notified immediately, often before the impact is felt. This early warning capability empowers UMGC to take proactive action—deploying targeted outreach, adjusting marketing strategy, or offering new flexible pathways. AI also strengthens shared governance by democratizing access to high-quality data. Governance councils now operate with the same real-time information as executive leadership. This transparency promotes alignment, builds trust, and encourages collaborative decisionmaking. Academic discussions are informed by AI-generated trend analysis, curriculum committees access AI models predicting learner demand and course success rates, and strategic planning teams run simulations of various policy choices and their long-term implications.

At UMGC , leadership and governance have entered a new era in which AI is not just a tool but an integral partner in shaping strategic decisions and institutional direction. The university’s executive teams, boards, and operational leaders have fully embraced AI-powered decisionmaking, creating a governance culture defined by agility, transparency, and evidence-based precision.

Impor tantly, UMGC’s governance model balances technological intelligence with human judgment. For example, AI might flag an academic program as underperforming based on completion ratios and employment outcomes. But rather than acting on data alone, human leaders evaluate these insights alongside mission relevance and community demand before deciding whether to invest in the program, redesign it, or phase it out. This synergy between algorithmic insight and human judgment ensures that decisions remain grounded in institutional values while benefiting from unparalleled analytical depth.

This AI-human partnership has embedded a mindset of continuous improvement across the leadership culture. Instead of waiting for annual reviews or external benchmarks, UMGC’s leaders monitor institutional health in real time Strategic plans are no longer static documents; they are living frameworks updated dynamically through AI tools that track progress toward key performance indicators, flag misalignments, and recommend course corrections. The result is an institution that can move faster, think smarter, and lead with greater clarity. Whether responding to global shocks like the rise of new learning technologies, shifts in federal policy, or disruptions in the labor market, UMGC has the infrastructure and mindset to pivot swiftly, often ahead of peers. AI is not just supporting faster decision-making; it helps by facilitating more stakeholder involvement than ever before. UMGC’s AI-integrated governance model stands as a blueprint for what 21st-century higher education leadership can look like: responsive, strategic, and deeply aligned with both data and mission.

Collectively, these advancements represent more than incremental progress. They mark a comprehensive reinvention of the experience at UMGC.

Faculty members have evolved into strategic educators and co-creators of dynamic, real-time learning environments that prepare students not just with knowledge, but with the human capacities essential for the future of work. Administrative operations, once a source of friction, now work together as seamless systems that enhance services and free professionals to focus on highimpact engagement. Leadership and governance are grounded in real-time intelligence and shared purpose, allowing the institution to act swiftly, decisively, and with clarity on a fastchanging landscape. Research has emerged as a strategic pillar, powering leadership, cross-sector innovation, and global collaboration.

At the heart of it all are the students—supported at every step by a deeply personalized, immersive ecosystem that adapts to their goals, well-being, and professional aspirations. UMGC is not simply responding to the evolving demands of higher education, it is actively shaping its future. Through intentional design, integrated systems, and a human-centered ethos, the university is setting a new standard for what it means to deliver meaningful, accessible, and transformative education at scale.

ACHIEVING THIS VISION REQUIRES SEVERAL SIGNIFICANT DECISIONS

STRATEGIC DECISIONS

Aggressive, Institution-Wide AI Integration

Moving beyond pilots to full AI-nativeness across all functions may bring resistance due to concerns about job displacement, data privacy, and the fundamental role of human educators. This requires significant investment and a proactive approach to AI literacy, training, and ethical governance.

Elevating UMGC Innovation

By embedding both experimentation and scalability into its core operations, UMGC can transform innovation in isolated pilots into sustainable growth drivers. Fully integrating an innovation engine with a scalable delivery mechanism represents a powerful business model opportunity, one that enables UMGC to rapidly test, refine, and expand new ideas while aligning them with institutional strategy, market demand, and student needs.

Leading Through Open Collaboration

Becoming a model of excellence by sharing playbooks and frameworks requires transparency and collaboration inside UMGC and with other institutions and third par ties, potentially challenging competitive instincts.

Explicit Prioritization of Workforce Outcomes

Fully orienting the institution around labor market value and career outcomes as the primary measure of success, while mission-aligned, may draw criticism from those prioritizing traditional academic pursuits. Success will be measured not just by graduation rates but by career mobility and continuous career progression.

Continuous, Data-Driven Portfolio Management

Implementing agile processes for development of new educational products and for ending learning experiences that no longer meet market needs or performance targets, regardless of historical precedent, directly challenges academic ownership mentalities.

Organizational Restructuring

Reimagining and reorganizing into cross-functional, learner-lifecycle-aligned hubs will require meaningful cultural shifts and strong leadership support to be successful. While change can be challenging, aligning culture and strategy creates the foundation for long-term impact and transformation.

THE FIVE ENHANCED STRATEGIC PRIORITIES

UMGC aims to deliver a learner-centric experience that reimagines the entire student journey—from enrollment through alumni engagement— by embedding innovation, intelligence, and integration into every institutional layer. Our future model is anchored by fiv e strategic p riorities, each designed to position UMGC as a leader in next-generation higher education.

By 2030, UMGC should be recognized as a national leader in learner-centric, workforce-ready education. Reaching this distinction requires a fundamental reimagining of our operations, learning delivery, and suppor t structures. The vision for 203 0 is not a prediction but a choice to proactively shape our destiny in a turbulent environment. This recalibration leverages UMGC's unique history of serving nontraditional learners and challenging the status quo. Realizing this future requires courageous leadership, a commitment to culture change as much as to strategic planning, and focused investment. It means translating this bold vision into clear priorities and action items across the institution, empowering teams, making space for experimentation, and relentlessly telling the story of the transformation. The danger lies not in a lack of good ideas, but in parallel innovation that never converges into a unified institutional strategy. Our role is to integrate these

effor ts and build the scaffolding for the institution to change itself. The time for incremental steps has passed. The urgency of the external environment and the clarity of our mission demand a bold, transformational leap. By embracing this vision, UMGC can solidify its position as the indispensable par tner for lifelong learners and employers in the age of AI and dynamic work. To make this a reality, UMGC’s five strategic priorities must be enhanced. Included here are some examples of how the future vision can be brought to life through the strategic priorities.

PRIORITY I

Market-responsive portfolio management that continuously adapts to learner and employer needs

• Real-Time Labor Market Alignment:

AI continuously scans job postings, industry trend data, and salary benchmarks to identify emerging skills in demand. For example, if cybersecurity employers increasingly request cloud security expertise, UMGC can quickly adapt course content or launch a microcredential in that area.

• Dynamic Program Refresh:

AI analyzes enrollment trends, student outcomes, and competitor offerings to recommend updates to underperforming programs. Instead of a five-year review cycle, programs are refreshed continuously to stay competitive and relevant.

• Personalized Pathways:

AI helps map stackable credentials to both learner goals and employer requirements, guiding students from short-term certificates into full degree programs with proven market value.

• Predictive Enrollment Modeling:

AI forecasts enrollment shifts by demographic, geography, and industry sector, enabling UMGC to expand programs for which demand is rising (e.g., data analytics for healthcare) and reconfigure those for which demand is softening.

• Employer Feedback Integration:

AI aggregates employer sur veys, internship feedback, and hiring data to identify gaps between what graduates know and what employers need, informing rapid curriculum adjustments.

The appearance of U.S. Department of Defense or military-themed visual information does not imply or constitute DoD endorsement.

Indicators of Success

Student Success and Experience

• Faster time to degree or credential through maximized transfer credit and stackable pathways

• Higher completion and retention rates driven by relevant, adaptive programs

• Improved career outcomes (employment rates, average salary growth, career mobility)

• Increased student satisfaction owing to relevance, flexibility, and return on investment

Market Responsiveness and Agility

• Program refresh cycle time reduced (e.g., from five years to continuous/ annual updates)

• Shorter time-to-market for new credentials (faster turnaround from idea to launch)

• Better alignment rate: percentage of programs mapped to in-demand skills or industry certifications

• Accelerated employer validation: number of par tnerships, endorsements, or job postings directly aligned with UMGC programs

Institutional Impact

• Growth in enrollment in newly launched or refreshed programs

• Growth in revenue and diversification from microcredentials, corporate training, and stackable programs

• Improved program margins by sunsetting low-performing offerings and scaling high-demand ones

External Engagement and Ecosystem

• Expanded creation of employer par tnerships for co-designed curricula, internships, or apprenticeships

• Increased securement of corporate training contracts for reskilling and upskilling workforces

• Deepened alumni engagement in lifelong learning (e.g., repeat enrollment in new credentials)

PRIORITY II

A skills architecture that translates between educational and work experiences

• Unified Skills Taxonomy: AI maps course learning outcomes, workplace competencies, and industry standards (e.g., NIST for cybersecurity, PMI for project management) into a shared framework. This ensures that a skill learned in class (like “data visualization in Python”) is directly recognized as a workplace competency (“business intelligence repor ting”).

• Dynamic Skills Translation: A student uploads a résumé or military transcript; AI parses it and translates experiences (e.g., “squad leader”) into verified skills such as “team leadership,” “logistics coordination,” or “risk management,” which then count toward academic credit or stackable credentials.

• Microcredential Alignment: AI continuously analyzes employer job postings and recommends microcredentials that align with both academic progress and career advancement. For instance, a business student could be guided to complete a digital marketing badge that employers are actively seeking.

• Skills Wallet and Verification: Students maintain a digital “skills wallet” where AI validates competencies gained from coursework, internships, and prior learning. Employers can instantly see verified skills tied to both educational outcomes and workplace performance.

• Pathway Mapping: AI suggests future academic and career pathways based on skill clusters. For example, completing a healthcare data analytics microcredential could prompt pathways into public health, nursing leadership, or health IT programs.

• Employer-Education Matchmaking: Employers post skill needs; AI matches them against UMGC’s skills architecture and identifies which programs or credentials align. This ensures that students graduate with recognized job-ready capabilities.

Indicators of Success

For Students

• Increased credits awarded for prior learning (military, workplace, or informal learning)

• Reduced time-to-degree due to applied transfer credit and skill recognition

• Number of verified skills in a digital wallet upon graduation

• Improved employment outcomes—job placement rates, promotions, or career mobility—tied to recognized skills

• Enhanced student satisfaction in tandem with clarity of career pathways and skill relevance

For Employers

• Greater employer validation/adoption/ acceptance of UMGC’s digital credentials/skills wallet

• Strengthened hiring pipeline: percentage of UMGC students/alumni hired through skill-matching systems

• Stronger alignment rate: propor tion of UMGC skills architecture mapped to indemand job postings or cer tifications

• Amplified employer satisfaction with graduate readiness (survey-based or partnership-based)

For UMGC (Institutional Impact)

• Portfolio agility: number of programs updated annually with refreshed skill mappings

• Microcredential enrollment growth and stackability into degree pathways

• Repeat learner participation (alumni returning for reskilling/upskilling)

• Revenue from corporate/partnership programs that use UMGC’s skills framework

• Recognition by external bodies (e.g., accreditation, policy makers, rankings) for leadership in skills-based education

System-Level/Ecosystem

• Interoperability success: UMGC’s skills architecture integrates with state, federal, or employer skills frameworks

• AI accuracy in translating workplace/ military experience into academic credit (measured against faculty reviews)

• Reduction in credit evaluation backlog due to AI-driven translation

• Speed of mapping: time it takes to align a new employer competency with existing curriculum

PRIORITY III

Targeted expansion that strengthens and diversifies our learner population

• Market Segmentation and Outr each: AI analyzes data to identify populations and tailors outreach campaigns with relev ant messaging.

• Personalized Recruitment

Journeys: AI creates adaptive enrollment funnels that respond to individual prospects’ needs—e.g., a military-affiliated learner receives information about transfer credit for rank and prior training, while a working adult sees flexible scheduling options and employer tuition benefits.

• Language and Accessibility Exp ansion: AI-powered translation and content localization allow UMGC to serve learners in multiple languages. Accessibility tools ensure materials adapt to learners’ needs.

• Predictive Enrollment Modeling: AI forecasts where future demand will come from and guides program expansion accordingly.

• Microcredential-to-Degree Pathways: AI identifies patterns of learners starting with short-term microcredentials and predicts which groups are most likely to stack into degree programs, allowing UMGC to expand offerings in those highpropensity areas.

• Employer-Aligned Growth: AI scans workforce data to highlight industries or companies with reskilling needs, enabling UMGC to target par tnerships (e.g., logistics companies needing supply chain analytics training) and recruit learners directly through employer channels.

• Community Focus: AI models detect disparities in who is being reached or enrolled and recommend targeted interventions to expand the learner population.

Indicators of Success

Student Success

• Growth in enrollment from targeted segments (e.g., military-affiliated, working adults, community college transfers)

• Increased persistence and completion rates among newly recruited populations

• Stackability uptake: percentage of learners from targeted groups who stack microcredentials into degrees

Market Responsiveness and Reach

• Enrollment growth by program/ region based on AI-identified oppor tunity areas

• Expansion into new markets (e.g., industries, geographies, or demographics not previously served)

• Higher conversion rates from personalized, AI-driven recruitment campaigns

• New employer partnerships formed in growth industries (measured by contracts or learner pipelines)

Institutional Impact

• Revenue impact (share of enrollment/ revenue from new populations or new geographies)

• Program sustainability (built through a portfolio that adapts to changing learner needs and workforce demands)

• Recognition in policy or rankings for serving nontraditional learners

• ROI of targeted expansion (enrollment and retention growth compared with investment in outreach and AI systems)

PRIORITY IV

A responsive, tailored, and seamless experience to maximize the success of our learners

• Proactive Student Companion:

An always-on digital assistant that anticipates student needs, nudges students regarding deadlines, connects them with advisors, and answers questions in plain language across multiple platforms (mobile, web, LMS).

• Dynamic Pathway Mapping:

AI generates personalized degree maps that adapt in real time when students transfer credits, change majors, or pause enrollment—ensuring no lost progress and full visibility into time-to-degree.

• Tailored Academic Support:

AI tutors provide 24 /7 assistance in writing, math, and discipline-specific areas while escalating complex issues to human faculty or coaches. Support is embedded directly into the course experience.

• Personalized Communications:

AI tailors messages based on student profiles, e.g., military learners get guidance on rank-based credit, working adults get nudges around flexible scheduling, and firstgeneration students get simplified financial aid explanations.

• Skills and Career Integration:

AI links coursework to career outcomes, showing students—in real time—which skills they are gaining and how those map to in-demand jobs, internships, or microcredentials.

• Predictive Success Analytics:

AI models flag early signs of disengagement (missed logins, low discussion activity, incomplete assignments) and trigger proactive outreach from advisors or faculty before a student slips too far behind.

• Seamless Services Integration:

AI integrates registrar, financial aid, advising, and tutoring into a single interface so students don’t have to navigate siloed services; the system routes their needs to the right place automatically.

Indicators of Success

Student Success

• Improved retention and persistence rates, especially among adult, militaryaffiliated, and first-generation learners

• Shorter time-to-degree through optimized transfer credit, personalized pathways, and stackable credentials

• Higher course completion rates due to proactive nudges and 24/7 AI suppor t

• Increased utilization of support services (tutoring, advising, financial aid) through seamless AI integration

Experience and Engagement

• Higher student satisfaction scores (Net Promoter Score, sur veys) reflecting ease of navigation, personalization, and suppor t

• Stronger engagement metrics: frequency of AI companion usage, interaction with tailored career tools, responsiveness to nudges

• Improved accessibility adoption through adaptive AI features

• Reduction in administrative friction: fewer help-desk tickets and faster resolution times

Institutional Impact

• Growth in enrollment in targeted learner segments due to reputation for personalization and support

• Increased alumni engagement and repeat enrollment in microcredentials or graduate programs

• Better operational efficiency: staff spend more time on high-value student advocacy and less on routine tasks

• Greater recognition in rankings, accreditations, or policy circles as a leader in learner-centered innovation

PRIORITY V

Intentional study of and investment in our people’s needs

PRIORITY V:

• Career Pathing and Internal Mobility: AI matches employee skills and interests to internal oppor tunities, enabling clearer career pathways and encouraging talent retention by helping staff move into new roles aligned with institutional needs.

• Personalized Professional Development: AI analyzes teaching practices, course feedback, and workload data to recommend tailored professional development, including AI literacy workshops, pedagogical design labs, or leadership training.

• Workload Balance and Burnout Prevention: Predictive AI models track faculty and staff workload (advising caseloads, grading volume, meeting frequency) and flag risks of overload or burnout, allowing leaders to intervene early with support or redistribution of tasks.

• Continuous Climate Listening: AI sentiment analysis of surveys, feedback forms, and even optional anonymized comments highlights emerging morale issues, cultural challenges, or training needs in near real time.

• Smart Resource Allocation: AI forecasts staffing needs in advising, IT, or teaching based on enrollment and program trends, ensuring depar tments are adequately resourced and staff aren’t stretched thin.

• Collaboration and Knowledge Sharing: AI-enabled platforms connect staff with shared expertise across departments, helping break down silos and fostering cross-unit problem-solving.

Indicators of Success

Faculty and Staff Success

• Elevated retention rates of faculty and staff (measured against baseline)

• Higher participation rates in AI-recommended professional development programs

• Improved internal mobility metrics: percentage of staff moving into new or advanced roles within UMGC

• Skill growth: as e videnced by number of employees earning new credentials or certifications

Well-Being and Engagement

• Greater employee satisfaction/ engagement scores (from regular surveys or AI sentiment analysis)

• Reduced turnover and absenteeism indicators (such as impro ved workload balance, fewer sick days, and stronger staff retention)

• Broader utilization of support resources (counseling, wellness programs, flexible work arrangements)

• Elevated Net Promoter Score for “UMGC as a place to work”

Institutional Impact

• Staff-to-student ratio optimization aligned with AI-driven enrollment forecasts

• Reduced administrative overhead as AI automates routine tasks, freeing staff for strategic work

• Innovation participation: percentage of faculty/staff engaged in crossdepar tmental pilots, labs, or fellowships

• Recognition or awards for workplace culture and staff de velopment initiatives

INNOVATION FORWARD

is UMGC’s bold new vision, set into motion— centered on our students, driven by our people, and powered by the capabilities of AI.

OUR FUTURE STARTS NOW.