The PATIENTS Program is proud to share our 2027-2030 Strategic Plan.

This plan is the result of hours of interviews and feedback from key stakeholders, partners, and staff. The strategic plan plays an important role as it puts in writing our goals and objectives for the program.

Goal 1. Advance as leaders in Community Engaged Research (CEnR)

  • 1.1: Demonstrate CEnR leadership by co-leading/supporting three or more multi-site projects.
  • 1.2: Standardize CEnR across the program’s portfolio by embedding CEnR principles into 90 percent or more of active and newly funded projects.
  • 1.3: Increase national presence and influence by annually garnering five or more peer-reviewed publications, generating 30 or more community-facing products, and documenting five or more external organizations using findings to inform policy/practice/program design. 

Goal 2. Co-develop research priorities with partners 

  • 2.1: Define and approve a clear framework that outlines partner levels, rights, responsibilities, and priorities across the research lifecycle by the end of the first quarter of FY28.
  • 2.2: Co-develop measures and annual surveys to track alignment, representation, and quality across the PATIENTS portfolio with partner research priorities by end of the third quarter of FY28.  

Goal 3. Utilize transparent governance and communication methods  

  • 3.1: Earn trust through shared governance and mission fidelity: by ensuring 90 percent or more of major new initiatives are reviewed and voted on by the PATIENTS Program Steering Committee before launch and documenting transparent rationales and timelines for decisions
  • 3.2: Deliver consistent and relevant messaging on the PATIENTS Program and CEnR approach to staff, partners, and communities by implementing at least four communications per year, delivering an annual State of the PATIENTS Program address, and tracking progress using open/click rates and survey-based knowledge assessments, with annual results reviewed and reported.      

Goal 4. Build long-term program sustainability

  • 4.1: Financial resilience: diversify and grow funding (with unrestricted and endowment): By June 30, 2027, define and operationalize a diversified funding portfolio with clear segmentation buckets and application parameters (including risk thresholds and owner roles). By June 30, 2028, increase total funding portfolio by 20 percent or more versus the FY25 baseline, while maintaining prime leadership and reducing single‑leader dependency. Between FY27 and FY31, secure $3,000,000 or more in unrestricted/foundation support and formally launch an endowment campaign to underpin long‑term stability.
  • 4.2: People sustainability: succession, capability, and quality of work life: By FY30, deliver a documented succession plan and leadership bench, and by FY27, implement a workforce system that sustains annual staff retention at 85 percent or more. 

Questions? Contact Michelle Medeiros, administrator, business operations assistant, at mmedeiros@rx.umaryland.edu.