Bowie State University Strategic Plan


Download the FY26-29 Strategic Plan (pdf)

As Bowie State University celebrates 160 years of excellence in 2025 and beyond, we stand at a pivotal moment in our history. One that honors our rich legacy as Maryland’s first HBCU while embracing the future with renewed purpose and a bold vision.

The Boldly Forward FY26-29 Strategic Plan charts the course for the next chapter of our evolution, rooted in our mission to educate, empower and inspire. This plan builds on our longstanding commitment to access, academic excellence and innovation, while advancing a bold agenda that reflects the urgent needs of today’s students and the shifting demands of a global society.  

Our transformative vision elevates academic distinction, reimagines the student experience and fosters a culture grounded in equity, inclusivity, civic engagement and social justice. At the same time, it prioritizes long-term institutional growth, operational advancement and financial sustainability to ensure Bowie State’s continued impact for generations to come. 

Boldly Forward is more than a strategic plan — it is a call to action that affirms our shared responsibility to shape the future of higher education, expand opportunity and transform lives through public education for the public good. As we look to the future, this plan reflects our unwavering belief in the transformative power of higher education and our shared responsibility to push boldly forward through research, innovation and a steadfast commitment to community impact.

Strategic Planning Committee

The Strategic Planning Committee is dedicated to crafting a roadmap for the future. Through collaboration, the committee developed a comprehensive plan to advance the institution. By leveraging the collective expertise of the diverse community, the aim was to formulate actionable strategies addressing present challenges and capitalizing on growth opportunities. The aspiration was to shape an educational environment that meets future demands and fosters positive change, thus ensuring Bowie State's continued leadership in higher education.

Planning Timeline & Process 

In August of 2023, the planning process began with thorough research and moved forward with community engagement and feedback sessions. Working teams were formed to refine priorities and develop key components of the plan. Feedback from diverse stakeholders was solicited to ensure inclusivity and relevance throughout the process. The strategic planning process culminated in December 2024 with the finalization and adoption of the strategic plan.

  • September – February 2024

    • Conduct a SWOT Analysis to assess strengths, weaknesses, opportunities, and threats. 
    • Develop a Value Proposition for the university. 
    • Perform Competitive Analysis to understand the landscape. 

  • March-May 2024

    • Solicit feedback from various stakeholder groups including students, staff, faculty, alumni, and other community members. 
    • Identify and refine key priorities based on community input. 
    • Establish working teams facilitated by steering committee members. 

  • June- August 2024

    • Working teams begin refining identified key priorities and developing strategic plan components. 
    • Working teams collaborate to develop strategic initiatives and action plans. 
    • Integration of community feedback into the plan. 
    • Drafting of the comprehensive strategic plan document. 

  • September - October 2024

    • Review the draft strategic plan internally. 
    • Revise and refine the plan based on feedback and further analysis. 

  • November - December 2024

    • Finalize the strategic plan based on revisions and feedback. 
    • Prepare the plan for presentation and dissemination. 

  • November - December 2024

    • Presentation of the finalized strategic plan to the university community. 
    • Official adoption of the strategic plan by Bowie State University. 
    • Implementation planning begins. 

Committee and Workgroup Membership

  • Makeba Green, Co-Chair, Professor and Chair, Department of Social Work
  • Gayle Fink, Co-Chair, Assistant Vice President for Institutional Effectiveness
  • Jacqueline Cade, Director Institutional & Academic Programs
  • Yvette Caldwell, Associate Vice President, Office of Development
  • Darla Scott, Associate Professor, Department of Counseling
  • Jared Moffett, Director, Experiential Learning
  • Lawrence Webb, Assistant Director, Graduate Admissions
  • Jennifer Williams, Associate Director of Marketing & Communications