At the start of the 2010–2011 academic year, in a packed lecture hall at the Harvard Graduate School of Education, University of Maryland Baltimore County (UMBC) President Freeman Hrabowski addressed an overflow crowd of college deans, university presidents, provosts, and vice presidents. He enthusiastically recounted two decades of improvement to his institution’s faculty quality, research activity, physical plant and campus infrastructure, university/corporate partnerships, and institutional advancement function. Through careful and comprehensive strategic planning, thoughtful creation of a “dream team” of senior-level administrators, and effective execution of an ambitious fundraising agenda, UMBC had charted an exciting course for the future and generated considerable national attention. By virtually any measure, the institution’s results had been remarkable. Research funding had grown from virtually nothing in the early 1990s to $90 million in 2010. New campus construction was about to exceed $600 million and included a new, state-of‐the‐art Performing Arts and Humanities Building. UMBC’s burgeoning research park had attracted 70+ companies, with considerable potential to forge still more strategic alliances with the corporate sector. Hrabowski and his institutional advancement colleagues had overseen two successful capital campaigns while also steadily increasing institutional selectivity. The university’s impressive fundraising results were even more noteworthy when one considered that UMBC was still a “young” campus, having been founded in 1966.
Also available: Institutional Advancement at the University of Maryland Baltimore County (A); Institutional Advancement at the University of Maryland Baltimore County (B)
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