Strategic Plan Year One Implementation
Resource Reallocation for FY 2010
In order to ensure that University resources are used efficiently, effectively, and in line with the
University’s strategic priorities, as stipulated in the University’s Strategic Plan, a resource
reallocation process was initiated in FY 2009 to affect budget decisions for FY 2010.
Reallocation in Academic Affairs
I. Reallocation Process. Reallocation within Academic Affairs included all academic colleges
and schools, the University Libraries, the Graduate School, Undergraduate Studies, and the
Office of Academic Affairs. An amount equal to 2% of each college’s FY 2009 state-supported
unrestricted budget (after mid-year reductions) was retained to be allocated to strategic priorities.
Of the amount retained, half was held by the Provost, and half was held by the deans. This 2%
budget reduction within each college did not need to be distributed uniformly across its units,
and the deans had complete discretion to decide how these reductions would be made within
their colleges.
Colleges were invited to submit brief and focused proposals requesting funds from the
reallocation pool to support new initiatives directly tied to the University’s strategic priorities,
especially those initiatives the University had chosen to emphasize in Year 1. Colleges were
asked to clarify how proposed initiatives would help the University achieve its strategic goals.
Proposals for collaborative efforts between two or more colleges were welcome. Advancing the
“excellence” of what the University undertakes and placing the focus on the “quality” of
programs were the overarching themes in evaluating the strength of the proposals. In addition,
the following criteria were taken into account: centrality to mission, quality of leadership, the
efficiency and effectiveness with which resources are and would be used, and the expected
impact of the initiative.
To ensure the most comprehensive and fair review of the many outstanding and thoughtful
proposals he received, the Provost sought counsel from two separate groups: (i) the Academic
Planning Advisory Committee (APAC), which has broad representation across the campus, and
(ii) a small group of very distinguished faculty. The recommendations of these two groups were
strikingly similar, with substantial agreement on the identity of the most outstanding proposals,
and were also closely aligned with the views of the Provost. However, the Provost made the
final decisions, which were sent to the deans at the end of May and reflected in the FY 2010
budget.
II. College Contributions to the Reallocation Pool. The 1% contribution from each college,
school, or unit to the reallocation pool is presented below.
College
AGNR
ARCH
ARHU
BSOS
BMGT
1 % Reallocation
$367,238
$50,732
$494,391
$354,306
$504,059
CLFS
CLIS
CMPS
EDUC
ENGR
JOUR
PUAF
SPHL
GRAD
UGRAD
LIBRARIES
Total
$231,480
$26,233
$465,688
$170,454
$414,395
$36,200
$48,309
$85,052
$13,300
$64,370
$147,332
$3,473,539
The above amount was supplemented by $884,000 which was made available through a number
of cost-saving measures by the Provost. A total of $4.4 million in base budget funds as well as
$467,000 in one-time funds was then distributed to colleges as described in detail below. In
addition, each college reallocated an amount equal to their 1% share in line with their strategic
priorities. Therefore, the total amount of funds allocated to new initiatives for FY 2010 is $7.8 M
in base budget funds and $467,000 in one-time funds.
III. Provost’s Instructions Regarding Use of Reallocation Funds. The reallocation of funds
is to be directed to specific proposals and goals. Matching these reallocation investments is very
important. Both the funds that the colleges receive from the Provost and the additional 1% that
have been held in each college must be spent exclusively in line with the Strategic Plan. Funds
should not be simply returned proportionally to all college departments and other units.
All colleges are to focus on hiring truly outstanding faculty who will really make a difference;
senior faculty should have national and international recognition and be leaders in their
departments. This standard applies for every allocation decision in each college. If all colleges
meet this standard in the coming years, reallocation will make a fundamental difference as
envisioned in the Strategic Plan.
Next year when the reallocation process takes place for FY 2011 (and in each successive year),
the Provost will ask each college to submit a report on how the FY 2010 reallocation funds were
utilized (both the amount received from the Provost and each college’s own 1% share). In the
case of faculty hiring, this will include a summary of each search, offers made, and outcomes.
Faculty searches can take longer than a year. Prior to successfully making an appointment,
colleges may use the funds on a short-term basis to meet other goals that advance key priorities,
but colleges must be certain to retain the ability to make faculty appointments with these funds as
soon as top candidates can be recruited. In the years ahead, the Provost will assess how these
appointments contribute to the excellence of programs.
Colleges that receive reallocation funds are to use these resources as proposed. Decisions in
subsequent years will depend on how well these resources are utilized to achieve the intended
goals. Just as success in hiring outstanding faculty or achieving other important advances will
confirm the benefits from the reallocation, the ineffectual use of reallocation resources will
significantly reduce the likelihood of subsequent support.
Reallocation results in this first year do not portend outcomes for future reallocation proposals.
The Provost provided feedback to the deans and constructive suggestions as to how proposals
could be improved in the future, stressing that every college can contribute to advancing the
goals of the Strategic Plan as well as his commitment to work with every dean toward that end.
IV. Reallocation Funds Provided to Colleges.
College of Agricultural and Natural Resources. Reallocation funds of $190,000 are to
provide partial support four faculty hires, as follows: Agricultural and Resource Economics (one
assistant professor, $50K); Veterinary Medicine (one assistant professor, $50K); and Food
Safety and Security (two assistant professors, $90K for the two hires).
School of Architecture, Planning, and Preservation. Reallocation funds of $30,000 are to
support the development of educational initiatives which may include aspects of “environmental
design.”
College of Arts and Humanities. Reallocation funds of $700,000 are to support the addition of
approximately 15 faculty hires in English, History, Linguistics, Music, Dance and Theatre, and
the School of Languages, Literatures and Cultures. Special emphasis should be placed on the
Departments of English and History as core departments central to building a great program in
the humanities. Hiring in Linguistics is also a high priority in order to continue to strengthen this
outstanding department.
College of Behavioral and Social Sciences. Reallocation funds of $842,000 includes support
for faculty hires in four departments Economics (two faculty hires, one lecturer hire, and
department support, $378,000); Government (one faculty hire and department support,
$130,000); Psychology (one faculty hire, one lecturer hire, and department support, $200,000);
and Geography (one faculty hire and department support, $110,000). The reallocation funds also
include $24,000 to support the Department of Criminology and Criminal Justice. In addition to
significantly advance the excellence and professional standing of these departments, the
allocation of these resources should also help alleviate the teaching pressures in Economics,
Psychology, Government and Politics, and Criminology and Criminal Justice.
Robert H. Smith School of Business. Reallocation funds of $270,000 are to support the
Undergraduate Global Education Business Education and Experiences program. This is a
compelling proposal because of its alignment with the Strategic Plan and its importance to the
Smith School’s educational programs. Expanding existing global experiences in the MBA
program should affect recruitment, placement, and the School’s external rating, and similar
benefits should accrue from these efforts at the undergraduate level.
College of Chemical and Life Sciences. Reallocation funds of $383,000 are to support two
mid-career faculty in the Department of Cell Biology and Molecular Genetics ($173K); funds to
enhance and support undergraduate program growth, including additional advising and teaching
assistants ($100,000); and research infrastructure support, including grant development staff and
grant administrators ($110,000). Hiring faculty who bring both visibility and expertise in grantseeking will help to raise the visibility of the College and increase external research funding,
especially in areas where large multi-investigator proposals are involved. The addition of
research infrastructure support should help to increase external research funding. Funds to
support undergraduate education focuses on teaching pressures associated with the rapid growth
in undergraduate enrollment.
College of Information Studies. Reallocation funds of $75,000 are to support a joint hire with
the College of Education and faculty buyout to support their activities in support of I-STEM and
related collaboration with the College of Education. This proposed collaboration builds on
strengths of both colleges.
College of Computer, Mathematical, and Physical Sciences. Reallocation funds of $295,000
are to support faculty hires in three subject areas, as follows: faculty hire in environmental
change ($120,000); faculty hire in Joint Institute for Space Science area ($75,000); and one
faculty hire in one of the key core disciplines, especially mathematics. This will support hiring
of truly outstanding faculty who will have national and international recognition and possess
leadership qualities.
College of Education. Reallocation funds of $135,000 are to support two initiatives: a
collaboration with the College of Information Studies with a joint hire and faculty buyout to
support activities in support of I-STEM ($75,000), and technology support to hire tech staff
($60,000) in the College of Education. This proposed collaboration with the College of
Information Studies builds on strengths of both colleges. Funds for tech staff should promote
goals of incorporating further information technology advances into the College’s instructional
programs, as well as state of the art teaching/classroom facilities that the College is incorporating
into its curriculum.
A. James Clark School of Engineering. Reallocation funds of $390,000 are to support three
initiatives: support for the Fischell Department of Bioengineering ($240,000); support to enhance
the Keystone program ($100,000); and support to ensure the continuation of Engineers without
Borders ($50,000). Support for the Fischell Department of Bioengineering is to hire faculty and
provide operating funds and infrastructure support to promote continuing progress toward
becoming a preeminent department in the world. Funds to enhance the Keystone program
support a very successful initiative. Engineers without Borders is a model program for providing
a meaningful international experience for the University’s students, and the allocated funds are to
further strengthen this program, extend its reach, and expand its influence.
Philip Merrill College of Journalism. Reallocation funds of $150,000 are to support
development of research and educational initiatives associated with the emergence and
development of “New Media” as described in the College’s proposals and its presentation of its
strategic plan. These funds are to assemble the expertise in many dimensions and to promote
programs that help us better understand the dramatic changes in the media.
School of Public Policy. Reallocation funds of $250,000 are to support faculty hires that will
build excellence in the School. Faculty hiring should be consistent with the vision and strategic
plan for the School and should include focus on priority areas that are consistent with this vision.
This would include particular focus on specific areas (Climate, Energy and Security Policy, and
Health Policy). Faculty hiring should build a critical mass of expertise and activity, leading to a
high level of national and international visibility.
Maryland School of Public Health. Reallocation funds of $297,000 are to support a full
professor hire in Environmental Health and two assistant professors in Epidemiology and Health
Services Administration. In addition, $150,000 in one-time funds is provided in support of
graduate students in the School, to help strengthen graduate education and research programs.
Undergraduate Studies. Reallocation funds of $200,000 are to support enhancement of the
Honors program, principally to fund the Honors Faculty Fellows program. The Honors Faculty
Fellows program offers the opportunity to significantly increase faculty participation in the life
and intellectual growth of the Honors program. It is important that this initiative be designed to
have maximum impact on the extent and depth of faculty interactions with students and for
faculty to play an active role in contributing to the academic environment and rigor in the
program.
University of Maryland Libraries. Reallocation funds of $150,000 are to support an
expansion of the Acquisitions Budget, one of the major priorities for the Libraries as stressed in
its strategic planning. In addition, $317,000 is provided in one-time funds to support the design
and construction of Phase I Terrapin Learning Commons.
Reallocation in Administrative Affairs
During the spring of 2009, at a monthly Senior Staff meeting, all directors were instructed to set
aside 2% of the FY10 Working Budget for Strategic Plan reallocation. The reallocation target
for the division totaled $1,336,000. Reallocation actions as described below exceed $2,200,000
Each department provided reallocation plans to the Vice President.
Within Facilities Management, $1,567,000 and 33 FTE were reallocated to form a new
department of Campus Projects.
The division will reallocate over $250,000 to Public Safety to assist their continued
enhancement of safety surveillance activities with the addition of new cameras in historic
College Park and new tag cameras on Campus Drive at Presidential Drive and Mowatt Drive.
Additionally, Human Resources, Procurement and Supply, Business Services, and the Office of
the Comptroller will reallocate over $440,000 in the development of new administrative
software:
a) University Human Resources has embarked on a major project that will streamline
campus hiring and re-classification processes by utilizing a new web-based system called
PeopleAdmin. The system will improve the efficiency and effectiveness of all facets of
the university's current hiring and classification processes, streamlining cumbersome
practices, and increasing value for each stakeholder group.
b) The Comptroller's office is participating in the Kuali Financial System (KFS) project.
This consortium is working to create a comprehensive suite of financial software that
meets the needs of all Carnegie Class institutions. Its partner institutions are colleges,
universities, and interested organizations that share a common vision of open, modular,
and distributed systems for their software requirements. The goal of KFS is to bring the
proven functionality of legacy applications to the ease and universality of online services.
c) Procurement and Supply is investigating new administrative software to improve
emarket-place purchasing and inventory control needs for hazardous materials.
d) Business Services will implement a new barcode scanner in Mail Services. The
University processes approximately 1.6 million pieces of outgoing mail each fiscal year.
In order to assess and assign USPS postage costs for outgoing mail, each mail piece must
be accompanied by a Departmental Mail Service Charge card. In FY08, 57,461
Departmental Mail Service Charge cards were processed. The new system will reduce
costs by $15,000 per year with less labor and will improve fiscal accuracy of charges to
units.
Environmental Safety will reallocate resources in response to ever growing demands from
increasing complexity of research, new research projects, and increased federal reporting
requirements. For example, new regulations involving Homeland Security Chemical Facilities
Anti-terrorism Standards require the collection of inventory data for more than 200 chemicals for
the campus and seven off-site facilities and submission of data to the Department of Homeland
Security. Next steps involve completion of security vulnerability assessments and, possibly, the
development of site security plans. Ongoing monitoring of inventories and new chemical
purchases will be necessary.
Reallocation in the Office of Information Technology
OIT employs a year-long planning process with the following characteristics:
A. During the fall semester of the preceding year, each OIT section creates a list of proposed
projects for the next year with a targeted total budget amount required. Each OIT section
utilizes the UM Strategic Plan to formulate its project list for the following year. The
lists from all OIT sections are combined to create a list of possible projects for all of OIT.
B. The project list is reviewed and modified by the OIT senior staff and the Vice President
and CIO by the end of the calendar year, keeping in mind the UM Strategic Plan
priorities.
C. The projects remaining on the list are further investigated and a form is filled out
describing the project, the effect of the project, the campus groups that would benefit
from the project, and project budget.
D. By April of the preceding fiscal year, the projects to be done in the following fiscal year
are selected by the senior staff and the Vice President and CIO, and any further
information needed on each project is obtained.
E. When the OIT budget for the next fiscal year is obtained in April or May, a final selection
of projects is made to ensure the OIT projects fit within the budget.
At the start of the next fiscal year, funding is allocated to the projects, and implementation
begins. This process does allow for multi-year projects as well as single-year projects.
OIT does zero-based budgeting so each year funds are allocated based on the greatest need. OIT
reserved 2% of its state funding for strategic plan projects. For FY10, the strategic plan funding
will be utilized to provide support for high performance computing on campus. Depending on
the actual budget received from the State of Maryland, OIT intends to create a HPC support
organization that will provide training and assistance; will create a university HPC resource that
can be allocated to university faculty, staff, and students; will submit a proposal to NSF for
funding a campus HPC project; and will provide support to the large campus Deep Thought
cluster that has contributions from multiple campus groups for HPC research.
Other strategic plan projects include, but are not limited to:
(a) Renovate and improve classrooms
(b) Refresh enterprise servers and student computer laboratories
(c) Develop, and implement a state-of-the-art administrative applications suite with Kuali
(d) Develop and deploy a campus state-of-the-art network for education and research
(e) Develop and enhance mobility applications for teaching and learning as well as
information delivery and access to campus administrative services
(f) Enhance campus-wide information technology security
Budget and plans for FY10 should be in place by the end of September given the recent changes
in the state’s budget allocation to higher education.
Reallocation in Research
The Division of Research consists of several offices: the Office of the Vice President for
Research, the Office of Research Development, the Compliance Office, the Central Animal Care
Facility, the Office of Technology Commercialization, and the Office of Research
Administration and Advancement. In addition, two fully externally-funded research centers
(Center for Advanced Studies of Language and Maryland Small Business Development Center),
and one largely externally-funded research center (Institute for Governmental Service and
Research), report to the Vice President. Resource allocation and reallocation occurs through
consultation with the senior staff and is based on the Strategic Plan priorities.
Through consolidation of several research compliance activities into one merged compliance
office, funds were reallocated to support research development activities in the Division of
Research. These research development activities support the strategic plan goals to increase the
number and value of externally supported research programs across the campus, and to expand
multidisciplinary research efforts across the campus and with other academic and research
institutions.
Reallocation in Student Affairs
All departments in Student Affairs reallocated 2% toward Strategic Planning initiatives for FY
2010. Auxiliary operations identified proposals for internal reallocation of the 2%. State support
units identified proposals for internal reallocation of 1%, and reverted 1% back to the Vice
President of Student Affairs for central reallocation. State-support units submitted proposals for
use of the central funds. The Vice President’s office reviewed all proposals and distributed the
central funds based on Strategic Planning initiatives. Collectively $1,560,000 was reallocated.
Sustainability: hiring electrician focused on energy saving measures ($56K); planting trees and
wildlife habitat for environmental stewardship on the Golf Course ($12.7K); launching EATInitiative to encourage students to eat in the dining halls reducing carry-out and offering
recyclable carry-out containers ($563K); creating environmental and sustainability career day
bringing students, academic units and employees together ($15.5K).
Safety, Health and Wellness: developing campus-wide wellness initiatives for faculty, staff and
students ($45K); creating a safety campaign for the Greek community ($4.4K); providing
paratransit and extra shuttle routes to park and ride lots, apartments, and College Park metro
($253K); supporting travel immunizations for study abroad and supporting international faculty
research ($59K); hiring a suicide prevention coordinator ($65K) and a staff psychologist ($45K).
Community Building: sponsoring family golf clinics and family play days at the Golf Course for
College Park area families ($6K); hosting a Greek student/alumni summit that reinforces our
alumni connections to their chapters ($2K); hiring a coordinator to launch the Denton/Easton
learning community directed at career clarification for freshmen ($65K); hiring an off-campus
involvement coordinator to facilitate campus engagement of students living off-campus ($50K)
and an Alternative Break coordinator to expand these opportunities for students ($50K);
improving graduate student programming and assessment ($28K); expanding visitor services to
include tours for K-8 grade students and creating an online visitor portal ($34K).
Student Services Enhancement: enhancing research and assessment of residential students
($36K); moving resident life services online to improve services and efficiencies ($65K); hiring
peer educators to provide guided study sessions for students in high risk courses ($21.5K);
enhancing interpreting services for students with hearing disabilities to participate in
extracurricular activities ($10K); offering internship scholarships for students in unpaid
internship positions ($25K); expanding off-campus service learning initiatives ($5.7K);
providing additional transportation for America Reads*America Counts tutors to travel to local
schools ($8K); developing a new ethics conversation series fostering integrity at Maryland
($4K); providing funding for a multicultural leadership summit and intergroup dialogues
($32K).
Reallocation in University Relations
The Vice President of University Relations worked closely with his four Assistant Vice
Presidents (Development and Alumni Relations; Marketing and Communications;
Administration and Financial Affairs; and University Relations) to identify where cuts could be
made and opportunities for new investments. The AVPs in turn consulted with their staffs. Our
decisions were guided by how we could best strengthen our capacity to achieve the Strategic
Plan goals for which we were directly responsible and the goals where we play a support role.
Cuts were specific rather than across the board. We collectively identified areas for new
investments.
We reallocated 2.6% of our state-funded budget, or $250,000.
Budget Cuts
$ 18,000 by merging the alumni membership program with the annual fund (Maryland
Fund for Excellence). Significant operating savings were realized by eliminating
redundancies. The cuts exceeded $180,000, but some funds had to be reallocated
to the MFE in order for that program to be able to absorb new responsibilities and
be able to achieve ambitious annual giving and membership goals, both of which
are part of the Strategic Plan.
$ 30,000 in reductions to development travel and events budgets.
$ 20,000 by eliminating the print version of the Faculty/Staff Directory. The directory will
be published electronically and includes enhanced functionality. Those wanting a
print version can purchase copies from the University’s printing office or use their
office copy machines.
$ 20,000 reduction in marketing expenditures.
$250,000 total funds made available
New Investments
$140,000 to support our Young Alumni Initiative that is essential to raising the annual
giving participation rate, a Strategic Plan goal. We will implement new and
expanded services (e.g., career mentoring and networking in partnership with the
University’s Career Center) and use creative approaches and new technologies to
connect with our 90,000 alumni who are age 35 and younger and encourage their
philanthropic support.
$ 90,000 to complete staffing of our Corporate and Foundation Relations (CFR) office with
a director of foundation relations. A sophisticated CFR program is key to securing
major institutional grants and partnerships with industry, non-profits, and
governmental agencies. The CFR staff work closely with the Vice President for
Research and with the schools and colleges. The reallocation allowed us to fill a
position that had been created but, due to budget cuts, was no longer funded.
$ 20,000 to Planned Giving to engage professional counsel with expertise in estate tax
reduction options. This will give us a new tool as we seek major philanthropic
commitments from alumni and friends.
$250,000 total funds reallocated