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Merrill

Higher Expectations,new frontiersThe Strategic Plan for the Philip Merrill College of Journalism // 2009-2019

Launching the Next Era of News

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Congress shall make no law respecting

an establishment of religion, or prohibiting

the free exercise thereof; or abridging

the freedom of speech, or of the

press; or the right of the people peaceably

to assemble, and to petition the

Government for a redress of grievances.

Table of ContentsOverview and Background .............................................................. 3Vision ................................................................................................... 5Mission and Values ............................................................................. 6Strengths, Weaknesses, Opportunities and Threats ................. 7Strategic Initiatives and Outcomes ............................................... 10Core Priorities .....................................................................................12Critical Enablers .................................................................................17Implementation ..................................................................................19

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“Undergirding all its functions is the most foundational purpose of a free press, which is to hold us all accountable,” said Vartan Gregorian, president of the Carnegie Corpora-tion of New York. “In the media, the daily discussion of the nation’s business and the world’s—which with the advent of the Internet, cable television, and other means of instant access to the news is now on a 24/7 cycle—is the way we take the temperature of our lives, our culture, our society and even our civilization; it is the way we assess our direction and debate where we are going, or should be going, in the future.”

It is imperative for this world class research institution, and for the Philip Merrill College of Journalism, to help lead the way.

The Rise of the CollegeFrom the outset, what is now the

Philip Merrill College of Journalism has aspired to be among the premier journalism programs in the nation. Many factors—includ-ing proximity to the nation’s capital, a distinguished faculty, and a strong public affairs reporting focus—have made that goal attainable. Our curriculum focusing solely on journal-ism at both the undergraduate and graduate levels, is almost singular among the nation’s top programs. It is a curriculum grounded in the bedrock of reporting, writing, editing and ethical studies—but placing high priority also on the tech-

nological changes that have come with the digital age.

Journalism schools are not ranked as are many other aca-demic programs. However, the Merrill College is widely regarded among the nation’s best as evidenced by the fact

that we are one of only 12 schools that comprise the membership of the Car-negie-Knight Initiative on the Future of Journalism Education. Further evi-dence of the stature of Merrill can be found in the high regard for the school among many of the nation’s top jour-nalists along with the repeatedly strong showing of our students in national competitions, and the leadership roles assumed by our faculty in professional development activities. Leveraging our location in proximity to both the na-tion’s capital as well as the state capital, Merrill is well-positioned to continue its rise to excellence.

Capital News ServiceMerrill operates four news bureaus,

reporting from the National Press Building in Washington, D.C., from Annapolis with the state legislature as a focus, from an online bureau at the College, and from the Richard Eaton Broadcast Center at UMTV, the campus cable station. The several bureaus comprise the College’s Capital News Service (CNS). Under close su-pervision of faculty, students supply stories to wire services and to paying clients. They air “Maryland Newsline,” a live nightly newscast to approximately 500,000 homes in Prince

Overview and Background» The language of the First Amendment leaves no doubt about the importance the Founding

Fathers placed on free and open discourse. As the press is the only non-governmental institution

specifically mentioned in the Constitution, the Founders surely realized the importance of its

role in democracy. The interconnectedness of today’s world makes free and open exchange of

information crucial. Journalism was never more important to democracy and to a free society

than now.

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George’s and Montgomery counties via Comcast and Veri-zon. CNS is online with a Web-based version of “Maryland Newsline.” The Capital News Service is thus both a source of information and a vehicle enabling Merrill’s students to build a strong body of work with which the majority have launched careers. A 2008 survey by the Grady School of Journalism at the University of Georgia showed Merrill with the highest student placement rate among more than 80 schools surveyed in 2007—78.8 percent compared to an average of 63.3 percent.

Merrill’s news bureaus are often imitated by other uni-versities that have adapted the idea as a professional-level capstone experience.

Other Student Reporting InitiativesThree years ago, Merrill envisioned an international re-

porting class in which students would spend spring break in an area of the world much in the news. To date, groups of 10 students have traveled to and reported from Mexico, Vietnam and Iceland, their work published by newspapers and on the World Wide Web. In the academic year 2008-09, Merrill launched an Urban Affairs Reporting class focusing on stories from inner-city Baltimore and published in text and video on the Internet.

In all, Merrill offers students not only a rigorous course of study but practical experience in reporting that is the equal of most top journalism programs.

This 10-year strategic plan for the Philip Merrill Col-lege of Journalism was developed over the course of an academic year, with input from Merrill’s faculty, students and staff. The plan is ambitious and will require signifi-cant capital investment and reallocation of existing re-sources. It envisions a total 10-year expenditure of $30 million over the College’s base budget.

Implementation of this plan will be guided by the University’s plan. Throughout Merrill’s implementation we will also:

• Buildaninclusivecommunity• Embracethepoweroftechnology• Actwithentrepreneurialspirit• Partnerwithothers,locallyandglobally• Takeresponsibilityforthefuture

The Strategic Plan: Scope and Structure» The plan is governed by three strategic initiative

themes: “LaunChing The nexT era of newS” “a naTionaL forCe, gLobaLLy invoLved” “SPreading The TooLS of a free SoCieTy”

Like the University’s plan, this document has four core priorities: undergraduaTe eduCaTion; graduaTe ed-uCaTion; reSearCh and SChoLarShiP; and ParTner-ShiPS and ProfeSSionaL ouTreaCh.

Also addressed are our critical enablers: faCuLTy and STaff, infraSTruCTure and aCadeMiC SuPPorT and exTernaL affairS/CoMMuniCaTionS.

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within ten years, the Philip Merrill College of

Journalism will become one of the best journalism

schools in the world. it will lead the media revolution to

adapt to sweeping technological change while remaining

dedicated to the fundamental ideals of accuracy, strong

storytelling and ethical practice, blending the sum into a

nimble, multi-platform approach to journalism. Taking

advantage of its location, the school will become a leader

in addressing challenges and threats facing the field in the

united States, and will become an international leader in

addressing media skills and literacy on a global scale.

The Vision»

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Mission»

Values» A set of values, with excellence at the core, shall be reflected in all Merrill College activities.

eThiCS – The College is dedicated to these ethical hallmarks of journalism: accuracy in all we report; providing attribution and being open about sourcing except in rare and necessary circumstances; avoiding sensationalism; remaining independent of special in-terests; maintaining fairness in our reporting; and tak-ing responsibility for our mistakes.

CriTiCaL Thinking and anaLySiS – The College is dedicated to the idea that it is important to examine our own thinking and that of newsmakers and news sources as we weigh facts in the search for a some-times elusive truth. We are committed to the idea that often there are many sides to a story and that fair reporting always seeks, though it sometimes may fail to find, a balance.

diverSiTy and inCLuSiveneSS – The College is ded-icated to the idea that diversity and inclusiveness are

vital to the vision and mission of the Merrill College, to news organizations, and to all of journalism.

innovaTion and enTrePreneurShiP – The Merrill College will encourage students and faculty to look at traditional methods of doing journalism in new ways and challenge both students and faculty to en-gage in the kind of creative activity that may benefit and strengthen the College in carrying out its mis-sion.

CoLLaboraTion wiThin The CoLLege, aCroSS The CaMPuS and beyond - The College recognizes that technological change has brought an end to the tra-ditional “silos” of journalism—the practice of special-izing strictly in any one form of delivery. Therefore, we are committed to raising the level of collaboration within the Merrill College. We will also seek new and mutually beneficial partnerships with depart-ments and colleges at the University. Those efforts will also extend outward to other academic institu-tions and organizations here and abroad.

The College educates students at the undergraduate, master’s and doctoral levels within a liberal

arts context, preparing them for careers in journalism as well as careers in academic research

and teaching. It works to elevate professional and ethical standards of practice, and advocates for

increased public knowledge and involvement in democratic processes through dissemination of

news. The mission of the College is to improve the production, delivery and access to news, and

to enhance the understanding of journalism’s political, cultural, and social roles in the United

States and around the globe.

CNS-TV students interview Mary-land Gov. Martin O’Malley and House Speaker Michael Busch.

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Strengths, Weaknesses, Opportunities and Threats»

Mission»

Values»

StrengthS:

LoCaTion – The Merrill College is uniquely advantaged by its proximity to state and federal policy makers, global think tanks, federal agencies and world leaders. This translates to a rich and diverse environment for learning, for internship and job opportunities, and for research.

faCuLTy – Faculty and adjunct faculty at the Merrill Col-lege are leaders in journalism as well as in higher education. They include media scholars and Pulitzer Prize recipients, seven in all, more winners of journalism’s highest accolade than any school in the nation.

aCadeMiC PrograMS – Merrill’s academic programs are strong. Undergraduate programs are heavily based in the liberal arts and provide a solid foundation in the principles and ethical considerations of the practice of journalism. The success of our programs in this area can be partially measured by our high level of placements, as referenced. The master’s program is primarily a professional degree, preparing stu-dents as reporters of public policy. The doctoral program draws scholars and leaders and is advancing in the number of prestigious placements for the College.

rePuTaTion – The College has a solid reputation for prepar-ing thoughtful, well-trained young journalists. Recruiters from leading news organizations visit each year to attract students for internships and jobs. Reflecting its prominence, Merrill was invited first into the Carnegie Initiative, then into its News21, a cutting-edge program in reporting and news delivery for the 21st century funded by the Carnegie Foundation.

MoMenTuM – The College received a vote of confidence by the state and outside funding organizations to build the new Knight Hall. The new facility, to be occupied during the academic year 2009-10, will enable an integrated ap-proach to Merrill’s programs and an ease of collaboration among faculty as well as between the College and its affili-ated centers—all under one roof.

STudenTS – Merrill attracts high-achieving undergradu-ates. The College has the highest graduation rates on the campus (now and in the past). Over the past decade our students have won countless awards in regional and national journalism competitions, including SPJ’s Mark of Excellence

awards, the Hearst Awards, the Broadcast Educators Awards, the International Communicator (ICA) awards, the Telly Awards, the National Academy of Arts and Sciences Awards and, most recently, a Robert F. Kennedy Journalism Award, among many others.

inTernShiPS – Nearly all Merrill undergraduate and master’s students have internship experience – often multiple intern-ships – before graduation. This is enabled by our proximity to the news capital of the nation and by our wide network of contacts. Placements include: The Washington Post; The Baltimore Sun; the Washington bureaus of many of the na-tion’s top daily newspapers; all local television stations; the Washington and New York bureaus of the broadcast news networks, including ABC, CBS and NBC; myriad maga-zines; online news outlets; and the cable news networks.

CenTerS and affiLiaTionS – For more than two decades, Merrill has been home to the nation’s top professional jour-nalism training organization, the Knight Center for Special-ized Journalism. Also located at the College is the Journal-ism Center on Children and Families. Merrill is home to the National Association of Black Journalists, the American Association of Sunday and Feature Editors, and the Mary-land-District of Columbia Scholastic Press Association.

Merrill’s students are among the best at the University of Maryland.

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inTernaTionaL SCoPe – Merrill is building its presence and brand on the international level. Each academic year, the College hosts (for an academic year) more than a dozen in-ternational journalists, part of the Hubert H. Humphrey Fel-lows program funded by the U.S. Department of State. The College also hosts the Edward R. Murrow Fellows, jour-nalists from Africa, for a week-long series of short courses during the Fall semester. The College partners with the U.S. China Education Trust, and provides leadership, as well as student participation, at the Salzburg Academy on Media and Global Change program each summer in Austria.

WeakneSSeS:

ChroniC underfunding – Merrill has operated for many years with financial constraints that have limited its ability to innovate and adapt to changes in technology, in journalism education, and in the industry. The additional support that often came from media partners can no longer be expected as the industry continues to erode.

reSearCh faCuLTy – In recent years, Merrill has lost a num-ber of senior faculty members and has been unable to re-place most of them. The loss is especially detrimental to the doctoral and research programs of the College.

diverSiTy – The College continues to struggle with diver-sity, especially at the ranks of tenured and tenure-track fac-ulty. At present there is only one person of color among the tenured faculty ranks. In the history of the College there have been only two tenured faculty members of color.

ouTdaTed STudenT broadCaST equiPMenT – The equip-ment that drives the backend of student curriculum at the Richard Eaton Broadcast Center is out of date and often subject to lengthy and costly repairs. The dust and debris resulting from the renovation of the Tawes studios in which the Eaton Broadcast Center is housed only aggravated the problem. The digitization of all media intensifies the need for further upgrades.

uMTv – Merrill acquired the University’s Flagship Station, now UMTV, in 2001. The aim was to use the facility not only as a laboratory to carry out the College’s broadcast news program, but to provide programming to the public that would reflect the dynamic intellectual life of the Uni-versity. Funding that would allow the College to meet that ambitious goal has never materialized.

inadequaTe LeveL of adMiniSTraTive SuPPorT – Merrill has critical holes in the support staff required for implemen-tation of its goals. More assistance is needed to meet Uni-

versity expectations, particularly in the areas of recruitment, development, and alumni relations.

OppOrtunitieS:

a digiTaL-age faCiLiTy – Completion and occupancy of the $30 million John S. and James L. Knight Hall at the end of 2009 marks the beginning of a powerful new era of educa-tion, innovation and research for the Merrill College. The new building, equipped with state-of-the-art digital tech-nology, will help ensure the preeminence of the Merrill College for many years.

The CriSiS in The Media induSTry – As newspapers and other traditional media struggle for sustainability, the Merrill College has a great opportunity to help preserve the val-ues and principles of accurate, reliable, objective information dissemination essential to our democracy.

eMerging new ModeLS for newS – The College will be at the forefront in creating new ways of presenting informa-tion through programs such as News21, and through new

The “news bubble” in the $30 million John S. and James L. Knight Hall will of-fer students a 24/7 laboratory to work on class assignments and collaborate on innovative multimedia projects.

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research made possible by the capabilities of Knight Hall.

exPanding CurriCuLuM beyond The CLaSSrooM – Tech-nology has broken barriers of space and time in education. As new methods of interactive learning emerge, the College can extend its reach beyond traditional degree studies to in-clude certificate programs and electronic training programs for journalists and news gatherers without regard to their physical location.

reSearCh – The endless uses and possibilities of the World Wide Web for information distribution present an oppor-tunity for Merrill to become a leader in understanding and implementing new media models. One such model is Mer-rill’s new Lab for Communicating Complexity Online, es-tablished by a tenure-track professor.

threatS

unSTabLe and unPrediCTabLe funding – Combined with the vicissitudes of the economy, to which all are subject, journalism now has a much narrower base of appeal to fund-

ing organizations.

unCerTainTy of The fieLd – In an era of on-demand media and limitless choice, news organizations find their audiences splintered. One result is that advertisers are less willing to buy as much time or space. That cycle is at the core of the troubles that beset the industry and threaten its existence. For journalism education, the uncertainty calls for rapid re-assessment of such curriculum areas as media economics. It extends to a number of areas, including new training for student academic advisers.

AmericAn JournAlism review – One of only two national publications assessing the performance of the news media, AJR is a “watchdog of the watchdogs,” providing in-depth, ideology-free coverage. While its mission is essential, its advertising base is small, and inadequate funding from all sources threatens its viability.

CenTerS – The College’s professional outreach centers are similarly threatened by fiscal crises. New revenue sources must be identified and operations must be adjusted to the new environment.

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Strategic Themes and Outcomes» The Merrill College has identified three overarching themes to guide the College’s strategic transformation. These imperatives will be closely integrated, and every goal and strategy in this plan will be undertaken in fulfillment of one or more of these precepts. These themes position the College as a leader in an evolving industry. They solidify the reputation and engagement of the school, and they help citizens become better informed users of media.

“Launching the Next Era of News”

News delivery is undergoing a radical transforma-tion. As one of the premier journalism schools in the nation, Merrill must embrace the revolutionary power of technology. It must educate its constituents in methods to ensure that those who call themselves jour-nalists stay relevant in a very complicated age—an era where “mainstream media” will not dominate as before. News—and journalism—will continue to change in ways that no one could have predicated. The kind of centralized, common-ground structure of news, which was the norm for the great newsrooms and news organizations, must be viewed in a different way. In the coming years, Merrill will think forward in new ways, continuously assessing and revising curriculum and ensuring the verities of journalism as we know it, regardless of the method of delivery. The College will accomplish this in three ways:

Producingleadership:Merrillwilleducateleaderstocarryforwardthecorevaluesandidealsofjournalisminaneraofconstantchange.

Researchtoshowtheway:Merrillwillinnovateandpartnerwithotherstoprovidequalitativestudiesandquantitativedataforjournalistsandnewsleaders.

Professionaleducation:Merrillwillexpanditsreachbeyondthecampus,ensuringthathighqualityandrelevanttrainingandresourcesaremadeavailabletoeducatorsandjournalistsacrossthenationandbeyond.

“A National Force, Globally Involved”

As a Carnegie-Knight Consortium school, Mer-rill’s reputation in the United States is well established. It has the potential to be not only one of the nation’s best, but one of the best in the world. It will grow its reputation as a destination for journalists from around the globe. It will spread its intellectual assets beyond the borders of the campus and the nation. It will encourage its students to study abroad, and will provide opportunities to connect journalism with an inter-national experience. Merrill will be fully involved in what is now a global media and information revolu-tion. The College will:

BuildonthehistoricstrengthsofalliancessuchastheHubertH.HumphreyInternationalFellowsprogram,providingmoreopportunitiesforinternationallead-erstostudyforsignificantperiodsattheUniversity.

EngagemoreuniversitiesabroadthroughprogramssuchasourpartnershipwiththeU.S.ChinaEdu-cationTrust,whichsponsorstheFinancialMediaInstituteatFudanUniversity.

EncouragemorepartnershipssuchastheEdwardR.MurrowJournalismFellowsprogram,anallianceincludingMarylandandfiveotheruniversitiesalongwiththeU.S.DepartmentofStateandtheAspenInstitute.

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The ability to identify information that adheres to the verities of credibility and reliability, informa-tion that does not fall into conjecture, is a skill that all responsible citizens in a democracy should possess. We have arrived at a time when anyone who wishes to do so can observe and transmit information. The state of information sharing has gone from the traditional model of one to all, to a model of all to all. Merrill will become a major hub for fostering improved under-standing, an understanding that is essential to our democracy. We will do this by:

OfferingcoursesinmedialiteracytotheUniversitycommunity(e.g.,JOUR175).

Strengtheningtheactivitiesofourprofessionaloutreachoperationstoprovideresourcesdirectlytothepublic.

Conductingresearchtoexamine,clarifyandprovideempiricaldataonhowthedigitalcommunicationrevolutionisaffectingtheprocessingandsharingofinformation.

As the strategic plan is put into place, we will accomplish three transforma-tional outcomes.

OUTCOMe 1 //Merrill will lead the transformation of journalism in a new era. Ourgraduatesandfacultywillbesought-aftermedialeaders.Theywillbeknownfortheirinnovativethinkingandentrepreneurialspirit.

OUTCOMe 2 // Merrill will become an international hub for the study of journalism.StudentsandscholarswillknowofMerrillandtheschoolwillop-erateacrosstheglobe

OUTCOMe 3 // Merrill will be a cata-lyst for empowering the people of a free society.TheCollegewillbeanin-dispensablepartnertotheUniversity,and beyond, preparing citizens to beengagedonaglobalscale.

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Core Priorities// Undergraduate education

// Graduate education

// Partnerships and Outreach

// Research and Scholarships

Capital News Service students Jenn Bogdan (center) and Lau-ren Williams interview Michael Steele, former lieutenant gover-nor of Maryland and now Repub-lican National Committee Chair, at the 2008 Republican National Convention in Minneapolis. These real-life reporting experiences are just one opportunity Merrill pro-vides its students.

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Core Priority: Undergraduate Education »The Philip Merrill College of Journalism offers under-

graduate students an outstanding and rigorous education through its liberal arts-based curriculum, stressing the pro-fessional skills needed to succeed in a rapidly changing me-dia industry. Merrill’s location exposes our students to an at-mosphere that challenges them intellectually, enriches them culturally, and requires them to think globally. We do this as we provide significant hands-on experience in journalism at the professional level.

Merrill’s undergraduate programs historically have been a major strength of the school. Our analysis shows that Mer-rill already exceeds the benchmarks for many of the Univer-sity’s objectives for undergraduate education. They include:

reTenTion and graduaTion raTeS: Merrill’s 98.4 percent one-year retention rate already exceeds the University’s 10-year goal of 96 percent; our 88.2 per-cent six-year graduation rate exceeds the goal of 86 percent; Merrill’s six-year graduation rate for under-represented groups currently stands at 96 percent; and our four-year graduation rate of 84.6 percent is also the highest at the University.

The beST STudenTS: SAT scores and GPA averages of Merrill’s incoming freshmen have been above the campus average for at least a decade. We believe that it is, in part, the small class sizes and personal attention students receive from faculty and staff that attract aca-demically talented students to Merrill.

Taking Learning ouTSide The CLaSSrooM: The physical location of the school within the nation’s ma-jor media hub, our reputation for excellence, and our vast network of media contacts are all factors in our ability to place students in valuable internship expe-riences. All undergraduate students have at least one professional internship.

invoLveMenT in The CoMMuniTy: Merrill’s students are strongly encouraged to participate in the commu-nity through professional organizations, training and mentorship. Programs such as the Media, Self and Society Program of College Park Scholars, which is sponsored by the College, help us engage with the community.

In the short term, much of the emphasis of the strategic plan will be on graduate education and partnership building. However, Merrill will not lose sight of the core undergradu-ate programs. By the end of the 10-year strategic plan cycle, the college will implement the following goals:

gOaL 1: Merrill will become the journalism school of choice for high-achieving students from the state and the region. in accomplishing this we will enroll more students from under-represented groups as well as an increased number of aca-demically talented freshman and transfer students.Strategies:

• Merrillwillvigorouslyrecruitandadmitstudentsofvari-ousnationalities,ethnicgroups,andsocio-economicback-grounds.Specifically,thepercentageofstudentsfromun-derrepresentedgroupsof thevisibleminorities,currentlyat28.2percent,willrisetoatleast33percentbytheendofthe10-yearperiod.Merrillwillworktodevelopscholar-shipassistance,withthegoalofcreatingaMerrill-specificprogram thatmirrors the IncentiveAwardsProgramandtheBanneker-Key scholarshipsproviding significant sup-portforhigh-achievingstudents.

• TheCollegewill createaposition fora full-time recruit-mentofficerwhowillactivelyandcontinuouslyreachouttothemosttalentedstudents.

•TheCollegewilldoubletheamountofscholarshipaidavail-abletoundergraduatejournalismstudentsthroughprivategiftsandgrants.Aspecificaimwillbetoreducethedebtburdenonourstudents,particularlythosefromunderrep-resentedgroups.

• Merrillwill significantly increase its community buildingprograms forhigh school journalists throughvariousop-erationsof theMaryland-DistrictofColumbiaScholasticPressAssociation(MSPA).Withinfiveyears,Merrillwillemployafull-timedirector.

Core PrioritiesUndergraduates like Priya Kumar, seen here at Merrill’s NewsVision conference held at the Newseum in Washington, D.C., are nurtured through a program with the highest four-year graduation rates at the University.

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In the first half of the strategic planning cycle, special priority will be placed on graduate education. While the underlying concepts, ideals and principles of the curricular programs are sound, significant vulnerabilities exist in the College’s ability to execute the programs.

The College’s graduate programs have different missions and different constituencies. The master’s program offers a professional M.J. degree, without a thesis, and an M.A., with thesis. The doctoral program focuses on the theories and pedagogy of journalism education and scholarly work. Each degree program requires a different skills set for instruction, and although there is some overlap, the programs today are largely independent of each other.

During the next 10 years, the Merrill College will bring the caliber of all graduate programs to the same level of rigor, building on the historic strength and reputation of the mas-ter’s program and re-energizing and growing the prestige of the doctoral and research programs.

gOaL 1: Merrill will improve the quality of the doctoral pro-gram, bringing it to parity with the reputation of the under-graduate and master’s program. The reinvigorated program will bring together professional journalists and scholars; provide coursework addressing a wide range of theories; emphasize the highest standards of scholastic inquiry; and prepare students to explain the u.S. media system to the world in a way that provides critical insight into how vari-ous media influence the formulation of domestic and foreign policy and shape culture.Strategies:

• TheCollegewillplacetoppriorityonenrichinganddiversi-fyingtheranksoftheresearchfaculty,addingfacultywithdoctoratesanddiversebackgrounds. Thiswill allow theschool tohaveenoughscholars todelivercourses,men-tor students, guide research, and advise dissertation re-search.

• TheMerrillfacultywilldevelopareviewpolicyforensuringthat the curriculumevolves to respond to emergingme-diatheories,technologies,institutionalstructuresandnewmethodsforstudyingthesetransformations.

• Thefacultywillensurethatdoctoralstudentsaremeetingthebenchmarkssetfortheprogram.

• Thefacultywillensurethatstudentsarelearningtoincor-porate emerging technologies to enhance scholarship aswellasclassroominstruction.

• TheCollegewilldevelopanexternalreviewprocessforthedoctoralprogramsimilar to theaccreditationprocess forundergraduateandmaster’sprograms.

• TheCollegewill increaseandenhancementoring,advis-

Core Priority: Graduate Education»

gOaL 2: The undergraduate curriculum will adapt to the quickly changing realities of the media industry to ensure that students are prepared to work in innova-tive, collaborative, entrepreneurial, and creative ways.Strategies:

• Therewillberegularreviewsofcoursesyllabi.

• Continuous training in multimedia technology willbeofferedtoallinstructors.

• Where appropriate, a lead instructor will be des-ignated for multi-section skills courses. Syllabi forthesecourseswillbestandardized.

• Whereappropriate,coremodulesforskillscourseswill be standardized and administered centrallythroughelectronicclassroomtools.

gOaL 3: Merrill will maintain high expectations for student success and will ensure that undergraduate students meet their goals in a timely fashion.Strategies:

• Merrillwillincreaseresourcesdedicatedtotherig-orous implementation of high-quality, one-on-oneadvising.Merrill’sadvisingratesareandhavebeennear the top among campus programs in studentsatisfaction.Theseeffortswillincludeintensiveori-entation for new students, personalized four-yearacademic plans, and education in the benchmarksforacademicprogress.Inaddition,theadvisingof-ficewillbestaffedatanappropriatelevel,includingfull-timecounselingprofessionalsandwell-preparedgraduateassistants.

• Merrill will provide clear, complete and consistentWeb-based informationaboutprogramandcourserequirementsincludingarequirementthatallcoursesyllabibepostedonline.

gOaL 4: Merrill will provide opportunities for students to complete at least one international study experi-ence.Strategies:

• Drawingonthesuccessof international journalismclassexcursions toMexico,VietNamand Iceland,theCollegewillprovidesimilarcoursesinwhichstu-dentsreportfromaninternationallocation,produc-ingandpublishingmulti-platformjournalism.

• Through two existing endowed travel funds, andsupplementedwithnewfunding,Merrillwillexpandopportunities for studyabroadexperiences forun-dergraduates.

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ingandprofessional/scholarlypreparationofourstudents.Wewillbeproactiveinassistinggraduatesfinddesirableplacementuponcompletionoftheprogram.

• TheCollegewill increase funding for full-timePh.D. stu-dentstoaperiodof fouryearsthroughacombinationoffellowships,graduateassistantshipsandscholarships.Thesizeofeachnewcohortwillreflecttheabilityofthecollegetosupportfullyeachfull-timestudent.

• TheCollegewillworkwiththeDepartmentofCommuni-cationandotherunitsoncampustoestablishaGraduateCertificate inMediaStudies (GCMS). Thisprogramwillofferaninterdisciplinaryandmultiplemethodologicalap-proachthatintroducesgraduatestudentsfromacrosstheUniversity tomedia studies. The programwill draw oncourseworkandresearchinvariousunits,withaparticu-laremphasisonstudyatMerrillandintheDepartmentofCommunication.

• TheMerrillGraduate StudentAssociationwill engage inorganizing events to enrich the doctoral experience atMerrill;make recommendations to enhance the curricu-lum;andhelptoorientnewstudentstotheprogram.

gOaL 2: The Philip Merrill College of Journalism will build on its reputation as one of the nation’s top professional mas-ter’s programs. it will introduce a new focus on mid-career journalists to become even more competitive in a changing media marketplace.Strategies:

• Recognizingthevalueofourmaster’sstudentsasambas-

sadors of the program, theCollegewill redesign and re-invigorate theorientationprocess for incomingstudents.Inaddition, theCollegewillstepup itseffortstoprovidecareerguidanceandwillengageinactiveoutreachtomas-ter’sstudentsfollowingcompletionofthedegree.

• TheCollegewill periodically reviewand adjust themas-ter’scurriculumforcurrencyandquality,consistentwiththeUniversity’sstrategicplan.Merrillpreparestudentstothriveintheoperationalandeconomicrealitiesofthe21stcentury.

• Merrillwilllaunchacross-disciplinarygraduatecertificateprogram for journalists. The certificate will be distinctfromourmaster’sdegreesandwilladvancethegoalofcul-tivatingjournalistswhoarebothwell-trainedandsteepedinknowledgeofthesubjectsonwhichtheyreport.

gOaL 3: Merrill will enroll master’s and doctoral students of the highest academic achievement and greatest creativity. Strategies:

• The College will develop formal recruitment methodsthrough facultyoutreachcoordinatedby thenewlyorga-nizedgraduaterecruitmentoffice.Facultywillhaveamoredirect role through contact with prospective studentsandwithfacultypeersatother institutionstooutlinethestrengthsoftheMerrillmaster’sprograms.

• TheCollegewill increasetheaffordabilityofthemaster’sprogramsthroughadditionalfellowships,scholarshipsandassistantships.

Core Priority: Partnership and Outreach»

The Philip Merrill College of Journalism has a long and distinguished history of outreach and advocacy in the profes-sion. Since the founding of the Knight Center for Special-ized Journalism more than 20 years ago, Merrill has built an impressive set of affiliations detailed in the discussion of our strengths. The College will build on this tradition pursuing additional partnerships in the coming decade.

gOaL 1: Taking advantage of its special location, Merrill will strengthen its outreach by further expanding partnerships, nationally and internationally, for mutual benefit, including the sharing of personnel, expertise, project costs and use of facilities.

gOaL 2: Merrill will actively work with its faculty and staff, its funding organizations and its external partners to create new centers and professional outreach organizations to address trends and challenges in the industry. Merrill will put in place mechanisms for the existing centers to work in a collaborative manner, ensuring that they are making the most of available resources, and cost-sharing wherever possible.

gOaL 3: The College will leverage the potential of the Capital news Service bureaus to engage in entrepreneurial approach-es to focus on enterprise journalism and to build CnS to a year-round activity, thus getting maximum return-on-investment in these bureaus.

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The Merrill College understands that the importance and value of applied research in the new world of journal-ism cannot be overstated. Citizen journalism, mobile tech-nologies and the World Wide Web are challenging virtually every method by which journalism is being taught, learned and practiced. Production, delivery and reception of news and information matter at all levels, from the hyper-local to the global. Sound empirical research, conducted by one of the nation’s leading journalism institutions, helps to better prepare future journalists, and responds to the needs of an industry seeking answers about the future.

gOaL 1: The Merrill College of Journalism will engage in new research in emerging media, mobile technologies, and social networking to add to an already robust research agenda in media literacy, diversity, journalism ethics and media criti-cism.Strategies:

• AtthenewKnightHall,facultywillestablishlaboratoriesfor experimental research thatwill assist the industry inbetterunderstandinghowthenextgenerationwillattendtoandshareinformationaboutthecommunitiesinwhichtheylive.Suchunderstandingwillleadtoinnovativewaysinwhichnewsisproducedanddisseminated.

• TheCollege’s faculty and doctoral studentswill collabo-rateinexploringhownewmediaarebeingutilizedbyaudi-ences. Technological innovationbyotherdisciplineswillfurthertheCollege’sresearchagendaofmeasuringhowin-dividualsseek,selectandshareinformation.Forexample,facultywillresearchtextmessagingandtextalertstotracktheeffectsofmobilenewstechnologyoneverydaylife.

• Merrillfacultywillcontinueanexaminationofestablished,but expanding, online sources of information, such asWikipedia,tomeasureaudienceperceptionsoftheaccu-racyandcredibilityofinformation.

• FacultywillengageinnewresearchtotracehowtheWeb’soverwhelmingamountof informationwill influenceaudi-encereceptionofcomplexbut important issues,suchasinformationabouthealth,scienceandtechnology.

gOaL 2: The Merrill College of Journalism recognizes that the challenge for researchers of technology is to keep pace with the rapid changes in that technology and that it is nec-essary to redouble the commitment to do so.Strategies:

• Research facultyat theCollegewill initiategroundbreak-

ing projects by establishing new collaborations acrossthe campus, the nation, and around the globe. Currentcollaborations include partners atMIT; theUniversity ofTexas,Austin; TsinghuaUniversity, Beijing; andUniversi-dadIberoamericana,MexicoCity;aswellasUNESCO,theWorldBankandtheCarnegieCorporation.

gOaL 3: The Merrill College recognizes the need also for an effective and ongoing program of qualitative research to ex-amine crucial questions in american journalism. Many of these issues are at the heart of the efforts of news organiza-tions to restructure themselves in ways that preserve their economic viability as well as their potential to continue to serve democracy. Central questions for the coming decade have important social, political and economic implications and will be a major component of the College’s research agenda.

Strategies:

• The faculty and graduate students at theCollegewillstudythecrucialquestionofhowchanges intheverydefinitionofnewsaffectjournalismasaprofessionand,inturn,thewaysinwhichjournalismeducationshouldchange.

• Another importantareaofconcentrationwillbeunfil-terednews—newsnot subject to the traditional safe-guards—andwhether it can be produced ethically tomeettheneedsofdemocracy.

• Faculty and doctoral studentswill also studyways ofdeliveringnewsthatmaximizethe likelihoodthatciti-zenscanfind,understand,andusethenewstheyseek.

• Merrill researchers will study how new technologiesnotonlychangethewaynews is transmitted,butaskwhether the new technologies change the nature ofnews itself, including what is seen as newsworthy.Scholarswillexaminethepolitical,social,andculturalimplicationsofthesechanges.

• ThefacultyandgraduatestudentsatMerrillwillexam-inehownewsorganizationsservethecommondemo-cratic culture of the U.S., and whether those organi-zations can serve thedifferingnewsneedsof diversepopulations, peoplewhodiffer by race, ethnicity, lan-guage, age, economic circumstances, and technologi-calexpertise.Attentionwillalsobegiventothelargerquestionofwhethernewsorganizationscanorshouldpromotediversityitself.

Core Priority: Research and Scholarship»

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FacultyThe quality of the faculty at the Merrill College is the

most important factor in the success of the school. In the next 10 years, special attention will be paid to hiring tenure-track faculty and senior scholars to reinforce research and scholarly output and strengthen the doctoral program.

gOaL 1: The Merrill College will recruit and retain a number of outstanding new tenure-track faculty and build the ranks of tenured faculty.Strategies:

Within five years of implementation of this plan,Merrillwillhirefacultyneededinthefollowingareas:

• Amediaeconomist• Abroad-basedmediastudiestheoretician• A scholar whose research interest is in globalmedia

systems• Amediahistorian

by the completion of the plan, Merrill also will have hired:

• Anexpertinemergingmedia,includingthefieldsofso-cialmediaandcitizenmedia

• Aresearchscholarwithaspecialtyinsciencereportingorenvironmentalreporting

• Apoliticalcommunicationanalystspecializinginpoli-ticsandgovernment

• Adistinguishedprofessionaljournalist

Critical Enablers»

Critical enablers// Faculty and Staff

// Outreach

// Infrastructure and Academic Support

Programs such as the annual Shir-ley Povich Symposium (seen here with, from left, Merrill’s Povich Chair in Sports Journalism Kevin Blackistone, Maury Povich and eSPN’s Sage Steele) bring industry leaders to the University to inter-act with students and alumni.

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Staff

gOaL 2: The Merrill College will ensure that the administra-tive functions of the unit are met efficiently and effectively, and that the College is staffed at an appropriate level. The goal will be to hire, develop and retain highly talented indi-viduals to carry out these functions.Strategies:

The dean will ensure that all administrative functions of the College are staffed at an appropriate level. Needs have been identified in the following areas:

• DevelopmentandGrantAssistance• Advising• Recruitment• Communications• CareerServices

gOaL 3: Through the mechanisms prescribed in the Col-lege’s diversity plan, Merrill will make hires that reflect the demographics of the nation.

Outreach

This plan enhances Merrill’s excellence, and as public awareness of the College and its programs increases, so should external support. The College will leverage its historically strong and often untapped alumni goodwill to further Mer-rill’s aspirations. Fundraising will be vital to this plan and to the innovation so necessary for its success.

gOaL 1: Consistent with the goals of the great expectations campaign, Merrill commits to designing and carrying out an ambitious fundraising initiative involving all of its stakehold-ers, including but not limited to its faculty and staff, alumni, board of visitors and traditional funding organizations. Spe-cial attention will be given to identifying new and untapped sources of funding.Strategies:Fundraising for the College will fall into four main catego-ries:

• Funds to support program innovations, research, andCollegeoperations

• Fundsforscholarshipsandfellowships• Fundstoattractandretainoutstandingfaculty,estab-

lishnewprofessorshipsandendownewchairs• Funds for infrastructure, including outfitting and ex-

pandingKnightHall

As resources allow, the College will increase staffing of Mer-rill’s development operations.

gOaL 2: Merrill will create programs, in collaboration with the university, to instill a sense of life-long loyalty in stu-dents and alumni to the school and to the campus.Strategies:

• Designateanalumnirelationsdirectorwhowillspendatleast20hoursaweekonoutreachactivities.

• Strengthen theDean’sCircle (a formal recognition ofdonorswho give at least $1,000annually to theCol-lege).

• Establish theproposedCouncilofAlumniAdvisers toworkinconjunctionwiththeBoardofVisitorsonactiveoutreachtoalumni.

• Develop outreach programs that reach all alumni, re-gardlessofcurrentgivingcapability.

gOaL 3: Merrill will strengthen its marketing and commu-nication programs to raise public awareness of the accom-plishments of the school.Strategies:

• The College will reinvigorate the branding and com-munication plan for theCollege. Outreach strategieswill include email newsletters, a strengthenedMerrillmagazinepublishedbiannually,anddevelopmentofaredesignedWebpresenceconsistentwiththeUniver-sity’soutreachstrategy.

• The College will employ a full-time communicationsdirectortoexecuteandoverseepublicityandpublica-tions,overseeWebcommunication,assist facultyandcenters in branding themselves and create outreachstrategies.

• TheCollegewillhireafull-timeWebdeveloperforin-tensive outreach campaigns. Other functions of thispositionwill includedirectassistancetotheunit’sde-velopmentoffice,andconstantattentiontothefaculty’sinstructionalneeds.

Infrastructure/Academic Support

As outlined in this plan, the state-of-the-art Knight Hall, opening in late 2009, will be a source of operational and technological innovation for the next era in American jour-nalism.

the gOaL: within knight hall, Merrill will operate up-to-date, specialized teaching and research facilities that sup-port its mission. The College will leverage its facilities in re-cruitment of students and faculty, classroom and laboratory instruction, and the operations of its vitally important bu-reaus and centers. we will keep current with technological

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developments and upgrade needs and integrate those with the College’s overall development plan.

Strategy:AhallmarkofKnightHall’sdesign is informal spaces forstudentsandfaculty. Weviewthesespacesasessentialtotheuniquecharacterandcollaborativepotentialofthefacility.Wecommittotheirpreservationthroughthe10-

yearplan.Facultywillbeencouragedtomakemaximumuseof,andinculcateintothecurriculum,allspaceswithinthe College that can be used to enhance learning; suchspacesincludetheRichardEatonTheaterwithitscapabil-itytostreamandbroadcastlectures,paneldiscussionsandgatheringsofallkinds.

Implementation»The goals set forth in the 10-year vision for

thePhilipMerrillCollegeofJournalismaream-

bitious, but achievable. It will require new re-

sourcesandbroadparticipationbypeopleatthe

Universityandbeyond.Itcannotbeachievedat

currentfunding levelsorwithoutrelentlessand

sustainedeffort.

Implementing “Higher Expectations, New

Frontiers”willcostanestimated$30million—

in2008dollars—abovenormal andexpected

baseline budget growth. We plan to generate

much of the necessary support throughmeth-

odsunderourcontrolandnewrevenuestreams,

including: resource reallocation, research grant

funding,increasedphilanthropicsupportanden-

trepreneurialinitiatives.

The College will develop a comprehensive

plan that sets timelines for development goals

that support implementation of this strategic

plan.Progresswillbereportedperiodicallytothe

OfficeoftheSeniorVicePresidentforAcademic

AffairsandProvost.

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Timeline Higher Expectations // New Frontiersthe strategic plan for the philip merrill college of journalism

2009-101Q 2Q 3Q 4Q

’10-111Q 2Q 3Q 4Q

’11-121Q 2Q 3Q 4Q

’12-131Q 2Q 3Q 4Q

’13-141Q 2Q 3Q 4Q

’14-151Q 2Q 3Q 4Q

’15-161Q 2Q 3Q 4Q

’16-171Q 2Q 3Q 4Q

’17-181Q 2Q 3Q 4Q

’18-191Q 2Q 3Q 4Q

Core Priority: Undergraduate Education

Goal 1 Strategies:Underrepresented enrollment increase to 33%

Double undergrad scholarships

Expand outreach to high school students

Goal 2 Strategies:Institute syllabi reviews by PCC

Multimedia training for faculty

Lead instructor designated for skills courses

Skills modules standardized

Goal 3 Strategies:Increase faculty and student use of Web-based information

Goal 4 Strategies:Reinstitute international reporting courses

Increase travel fund scholarships and grants

Core Priority: Graduate Education

Goal 1 Strategies:Diversify ranks of research faculty

Curriculum review

External review process for doctoral program

Strengthen PhD advising programs; faculty add.

Increase PhD student funding to four years

Establish GCMS program

Strengthen Merrill graduate association

Goal 2 Strategies:Master’s student orientation redesign

Master’s curriculum review

(Carnegie) certificate program

Goal 3 Strategies:Establish graduate recruitment office operations

Increase financial aid for master’s students

Timeline Higher Expectations // New Frontiersthe strategic plan for the philip merrill college of journalism

2009-101Q 2Q 3Q 4Q

’10-111Q 2Q 3Q 4Q

’11-121Q 2Q 3Q 4Q

’12-131Q 2Q 3Q 4Q

’13-141Q 2Q 3Q 4Q

’14-151Q 2Q 3Q 4Q

’15-161Q 2Q 3Q 4Q

’16-171Q 2Q 3Q 4Q

’17-181Q 2Q 3Q 4Q

’18-191Q 2Q 3Q 4Q

Core Priority: Partnership and Outreach

Goal 1 Enhance national profile of Merrill

Goal 2 Integrate centers into life of college

Goal 3 Create entrepreneurial CNS Bureaus

Core Priority: Research and Scholarship

Goal 1 Engage in new research in emerging media

Goal 2 Skills and preparedness in emerging media

Goal 3 Become a locus for quality research in American journalism

Critical enablers: faculty and staff

Goal 1Media economist

Media theoretician

Senior scholar

Media historian

Emerging media specialist

Scholar in science or environmental reporting

Political communcation specialist

Distinguished professional journalists

Goal 2Development and grant assistance

Advising

Recruitment

Communciations

Career services

Critical enablers: Outreach

Goal 1 Completion of Great Expectations

Goal 2 Strengthen alumni relations

Goal 3 Marketing and communications

Critical enablers: Infrastructure/acad. support

Goal 1 Ensure continued state-of-the-art facility

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