President's Fellows White Paper

VIBRANCY

Gregory Brightbill, EdD, MBA, MEd

FACULTY

Kyla Liggett-Creel, Ph.D., LCSW-C

DESIGN &

Angela Jackson, MS

COVER

Matthew “Dag” D’Agostino

umaryland.edu/ile/presidentssymposium--white-paper-project

Land and Labor Acknowledgment

Used with permission from the University of Maryland, Baltimore (UMB) Writing Center. This land acknowledgment was developed in collaboration with Mario Harley, member of the Piscataway Nation Council, and the UMB Writing Center.

The President’s Fellows Cohort of 2024 acknowledges the past, present and future of Indigenous peoples as the rightful, traditional protectors and caretakers of their native lands in what is known today as the United States. As part of the UMB community, we recognize and are aware of the historical, ongoing, and violent legacy of land theft initiated by white colonialist settlers who first invaded the Chesapeake region in the 17th century. The University of Maryland, Baltimore operates on the ancestral lands of Iroquoian-speaking Susquehannock peoples and Algonquian-speaking peoples of the Cedarville Band of the Piscataway Conoy, the Piscataway Indian Nation, and the Piscataway Conoy Tribe, all of whom shared this area through their relations and whose descendants are thriving and resisting settler occupation.

We understand our complicity in the historical, deliberate, and ongoing attempts by settlers and their systems of oppression to appropriate Indigenous cultures, ignore or break treaties with sovereign Native Nations, and perpetrate and obfuscate racist and violent acts of political, social, economic, and ecological white supremacy. We acknowledge the fundamental role that these colonialist acts have and continue to play in the historical and contemporary disenfranchisement, surveillance, and harm of Black Americans. It is imperative to recognize that economic progress and development in Baltimore

resulted from the unpaid labor and forced servitude of People of Color, specifically enslaved African labor.

This land and labor acknowledgment serves as an opportunity to contemplate the continuing resistance to colonial indoctrination through various Indigenous and Black movements for identity, freedom, and self-determination. We commit to calling out and combating anti-Black1 racism, modern colonialism, and white supremacy2. We also commit to forging equitable relations that honor and heal communities and the land. We further advocate for the return of Native and Indigenous lands to their sovereign, rightful stewards to promote ecological, relational, social, and political restoration and healing.

1 Anti-Blackness centers assumptions of the inferiority of those defined and perceived as Black. These assumptions shape the nature of segregation, prejudice, discrimination, and racism that exist in essentially all countries impacted by European colonization. (Adapted from UMB’s Intercultural Center: Anti-Racism & Anti-Oppression Terminology Series, March 2021)

2 The all-encompassing centrality and assumed superiority of people defined and perceived as white and the practices and standards of norms based upon that assumption. (Adapted from UMB’s Intercultural Center: Anti-Racism & Anti-Oppression Terminology Series, March 2021)

Positionality Statement

We approached our work on near-campus vibrancy with a deep commitment to cultural humility and social justice. Our investigation into how the University of Maryland, Baltimore (UMB) can positively contribute to near-campus vibrancy required recognizing the critical role that vibrancy plays in shaping the health, social, and economic well-being of individuals and families in neighboring communities, particularly in West and Southwest Baltimore. We wish to express our gratitude to those who agreed to help us along the way.

Throughout our fellowship, we remained steadfast in our dedication to engaging non-dominant voices, recognizing historical and cultural contexts, and amplifying perspectives that have been marginalized or overlooked. We grounded our approach in a commitment to justice and dismantling systems of oppression. Part of this process involved seeking out those who model ways to understand and confront the legacy of anti-Black racism, police brutality, white supremacy, and systemic inequities such as redlining that have deeply impacted communities in Baltimore. Our journey included activities designed to deepen our understanding of the historical forces shaping present-day realities.

In undertaking this work, we acknowledge our positionalities and privileges and recognize that our identities and experiences shape how we perceive and engage with the work and those impacted by it. We remain grounded in humility, self-reflection, collective accountability, and lifelong learning. As students, future health and legal professionals, and researchers, we will strive to center the voices and needs of those most affected by the issues we examine. By centering our research, engagement, and dissemination efforts in justice-oriented principles, we aim to contribute meaningfully to the strategic priority of near-campus vibrancy in an inclusive, equitable, and transformative way for all community members.

The 2024 President’s Fellows with their faculty advisor and Karim Amin, manager, Embrace Resource Center. Back row, from L to R: Jordan-Moses Williams, Jodi-Ann Haynes, Courtney Wittstadt and Henry Preston Jones. Front row, from L to R: Erin Walton, Karim Amin, Dr. Kyla Liggett-Creel (faculty advisor), and Minahil Cheema. Not pictured: Bing He.

The 2024 President’s Fellows. Top row, from L to R: Courtney Wittstadt, Bing He, Erin Walton, and Jodi-Ann Haynes. Bottom row, from L to R: Henry Preston Jones and Jordan-Moses Williams. Not pictured: Minahil Cheema. Photo credit: Angela Jackson.

Acknowledgments

The President’s Fellows would like to acknowledge all faculty, staff, community members, local leaders, and students who participated in the survey, neighbors, and stakeholders who contributed their knowledge, history, and expertise to this year’s President’s Symposium and White Paper Project on Near-Campus Vibrancy. The White Paper project is a tremendous undertaking, and we could not have accomplished this important task without your support. We are incredibly grateful for the support and advice of our staff advisor, Gregory Brightbill, EdD, MBA, MEd, Associate Director, UMB Student Affairs, and our faculty advisor, Kyla Liggett-Creel, Ph.D., LCSW-C, Executive Director, Embrace Initiative, Office of the Provost, UMB.

Our sincerest thanks to the following contributors:

• Bruce E. Jarrell, MD, FACS, president of the University of Maryland, Baltimore

• The P.E.A.C.E. Team

• Members of the community who participated in our survey, including those who live on and near campus and UMB students, staff, and faculty

NEAR-CAMPUS COMMUNITY LEADERSHIP

• Ulysses Archie, founder, Baltimore Gift Economy

• Eric Brown, Sr. (EB), executive director, the P.E.A.C.E. Team

• Marvin Garner, credible Messenger and peer recovery specialist, UMB Embrace Resource Center

• Jenny Kessler Klump, board member, Market Center Development Corporation

• Eric Stephenson, president, Lafayette Square Community Development; resident and community leader, Lafayette Square Community Development Corporation

• Elizabeth Weber, MSW, program director, Southwest Partnership

• Justin Williams, JD, deputy mayor for community and economic development, City of Baltimore

• Ann Winder, vice president, Market Center Merchants’ Association; board member, Downtown Partnership

UMB DEANS

• Mark T. Gladwin, MD, vice president for Medical Affairs and dean, University of Maryland School of Medicine

• Renee McDonald Hutchins, JD, dean, University of Maryland Francis King Carey School of Law

• Sarah L. J. Michel, PhD, dean, University of Maryland School of Pharmacy

• Yolanda Ogbolu, PhD, NNP, FNAP, FAAN, the Bill and Joanne Conway dean, University of Maryland School of Nursing

• Judy L. Postmus, PhD, ACSW, dean, University of Maryland School of Social Work

• Mark A. Reynolds, DDS, PhD, MA, dean, University of Maryland School of Dentistry

• Kenneth H. Wong, PhD, vice provost for Graduate Education and dean, University of Maryland Graduate School

UMB ADMINISTRATIVE OFFICERS

• Patty Alvarez, PhD, MS, chief student affairs officer and vice president, Office of the Provost

• James L. Hughes, MBA, chief enterprise and economic development officer and senior vice president, UMB Office of Research and Development

• Bill Joyner, JD, MSW, assistant vice president for Community Engagement, UMB Office of the President

• Dawn Rhodes, DBA, chief business and finance officer and senior vice president, UMB Office of the President

UMB FACULTY AND STAFF

• Sgt. Kelli Blackwell, comfort K9 handler, UMB Police and Public Safety

• Danielle Y. Baek, MD, medical director, department of Medicine Faculty Practice, University of Maryland School of Medicine; associate division chief, Division of Hospitalist and General Internal Medicine; senior associate program director, Internal Medicine Residency

• Nicole Brandt, PharmD, MBA, BCGO, FASCP, professor of Practice, Sciences, and Health Outcomes Research; executive director, Peter Lamy Center on Drug Therapy and Aging, University of Maryland School of Pharmacy

• Anthony Consoli, MArch, University Architect, UMB Design and Construction

• William Cooper, MBA, chief operating officer and senior associate dean, Administration and Finance, University of Maryland School of Pharmacy

• Esa Matius Davis, MD, MPH, senior associate dean, Population and Community Medicine; associate vice president, Community Health, University of Maryland School of Medicine

• Mark Drymala, MS, assistant director, Environmental Services, UMB Environmental Services

• Deborah Thompson Eisenberg, JD, vice dean, Piper & Marbury Professor of Law and director, Center for Dispute Resolution (C-DRUM), University of Maryland Francis King Carey School of Law

• Nadine Finigan-Carr, Ph.D., MS, executive director, credible mentor peer recovery specialist, and addiction counselor, UMB Center for Violence Prevention

• Matt Hazel, senior manager building systems, UMB Operations and Maintenance

• Lt. Matt Johnson, commander, UMBPD Community Outreach and Support Team (COAST), UMB Police and Public Safety

• Mike Krone, MS, assistant director of Utilities, UMB Operations and Maintenance

• Lisa Lebovitz, JD, MS, assistant dean, Academic Affairs and Assessment, University of Maryland School of Pharmacy

• Thomas Leone, MSL, assistant vice president, Public Safety and Chief of Police, UMB Police and Public Safety

• Mark Macek, DDS, DrPH, FICD, assistant dean, Curriculum Innovation and Scholarship; director, Office of Instructional Evaluation, University of Maryland School of Dentistry

• Elizabeth Main, MPA, director, Sustainability & Special Projects, UMB Facilities and Operations

• Denise Meyer, director, Environmental Services, UMB Facilities and Operations

• Kate Noonan, PhD, MSEd, assistant dean, Student Affairs, University of Maryland School of Dentistry

• Ms. Lisa Bress, RDH, MS, clinical associate professor and division chief, University of Maryland School of Dentistry

• Norman Retener, MD, assistant dean, Longitudinal Undergraduate Medical Education, University of Maryland School of Medicine

• Matiangai Sirleaf, JD, MA, Nathan Patz Professor of Law, University of Maryland Francis King Carey School of Law

• Maureen Sweeney, JD, Law School Professor; director, Chacón Center for Immigrant Justice, University of Maryland Francis King Carey School of Law

• Kerri A. Thom, MD, MS, MS, associate dean, Student Affairs, University of Maryland School of Medicine

• Lydia Watts, JD, executive director, The UMB Rebuild, Overcome, and Rise (ROAR) Center

THE PRESIDENT’S SYMPOSIUM SPEAKER SERIES

• Samuel Jordan, president, Baltimore Transit Equity Coalition

• Greg Lindsay, senior fellow of MIT’s Future Urban Collectives Lab; urban tech fellow at Cornell Tech in New York; speaker, UMB President’s Panel

• Dayvon Love, director of public policy, Leaders of a Beautiful Struggle

• Shelonda Stokes, president, Downtown Partnership of Baltimore

SPECIAL THANKS TO

• Angela Jackson, MS, lead marketing specialist, UMB Student Affairs

• Courtney Jones Carney, DPA, MBA, executive director, Intercultural Leadership and Engagement

• The UMB Writing Center

WHAT IS NEAR-CAMPUS VIBRANCY?

The following definitions were written by the UMB President’s Fellows and drew from their research and information gleaned during interviews.

Operational Definition: Near-campus vibrancy is a holistic approach to community development prioritizing equity, inclusivity, and collaboration between an institution of higher learning and its surrounding community. It embodies a commitment to fostering vibrant, thriving neighborhoods through dialogues, partnerships, and sustainable practices while preserving the unique character and identity of the area.

Geographic Definition: Identifying the geographic boundaries of near-campus vibrancy for UMB involved an investigation of various factors, including public safety, transportation accessibility, construction and land use, and community perspectives. Maps

help delineate specific areas in which to concentrate resources and target solutions for community needs. However, it is essential to remember that the impact of near-campus vibrancy extends beyond these boundaries and may have ripple effects on surrounding areas. See Appendix A for the various maps referenced in writing this white paper. For the purpose of this paper, most places, projects, resources, services, and needs appear in the area depicted in the map below, along with a buffer area to consider the broader, possibly less direct, impact. It is important to note that most of this paper focuses on the seven neighborhoods that make up the Southwest Partnership (Barre Circle, Franklin Square, Hollins Market, Roundhouse, Mount Clare, Pigtown, Poppleton, and Union Square), with the wider impact area represented in the seven zip codes of the UMB Community Engagement Center’s catchment area (21201, 21215, 21216, 21217, 21223, 21229, 21230).

EXECUTIVE SUMMARY

Traditional efforts at urban renewal tend to prioritize physical redevelopment at the expense of existing neighborhoods in a pattern of displacement and social fragmentation. UMB increasingly recognizes the shortcomings of urban renewal and the need to adopt a model that fosters near-campus vibrancy. Near-campus vibrancy seeks to harness the unique qualities and strengths of academic life and weave them into the fabric of existing urban neighborhoods to foster a sense of belonging and cohesion. Approaches to near-campus vibrancy facilitate UMB-community integration by emphasizing invitation, social equity, community partnerships, and sustainable development. By embracing near-campus vibrancy, UMB commits to building toward a collective well-being in collaboration with the surrounding community, placing value on the contributions of all stakeholders. This commitment represents a departure from models resembling gentrification and prioritizes community and equity-centric approaches. The 2024 White Paper on Near-Campus Vibrancy presents a road map to a more inclusive and equitable future and will contribute to shaping UMB’s role in creating vibrant, thriving communities where every individual and neighborhood can flourish together.

Key Themes and Recommendations

The 2024 President’s Fellows surveyed people on and near campus from March 4th to March 22nd, 2024. Participants 18 or older completed a two-question survey asking which three developments they would most like to see on campus (see Appendix C and Table 1). There were 336 responses to the survey.

From December 2023 to March 2024, UMB fellows interviewed 44 campus leaders, community partners, and stakeholders to identify key themes and recommendations for improving near-campus vibrancy (see Appendix B and page 7).

While a thorough account of our research and comprehensive recommendations follow, particular attention should be paid to the following:

1. Public services and healthcare are a priority for students and those who live on or near campus. UMB can address this through interprofessional service opportunities and graduation requirements.

2. Sustainability and environmental impact are priorities for individuals who work on campus or live on or near campus. UMB can address this through the strategic development of University Plaza Park.

3. Reliable, affordable, and healthy food is a priority for students and employees at UMB, and those living in nearby communities. UMB should address this issue through investments and subsidies that improve access to grocery options.

TABLE 1

RANKED SURVEY RESPONSES

Urban Development and Infrastructure

Sustainability and Environmental Impact

Social Equity and Education

Public Services and Healthcare

Campus Facilities and Community Spaces

Community Engagement and Safety

HISTORICAL CONTEXT AND SYSTEMIC CHALLENGES

Baltimore City’s 569,931 residents predominantly identify as Black (U.S. Census Bureau QuickFacts, n.d.). Our research revealed profound connections between historical anti-Black behaviors, policies, and systemic discrimination, shaping the economic and social landscape of communities in Baltimore City, particularly West and Southwest Baltimore, where UMB is situated. Key examples identified through our research and interviews include the impact of racist housing policies, such as redlining, ongoing divestment in Black communities, and the pervasive influence of anti-Black racism and white supremacy within interpersonal interactions, institutional policies, and legislation (Mitchell & Franco, 2018)

2023). Similarly, speakers at this year’s President’s Symposium illuminated the pervasiveness of antiBlack policies in Baltimore, including the cancellation of critical infrastructure projects and ongoing economic divestment in West Baltimore. On both a local and national scale, the Baltimore community has recognized the presence of such inequities in its own community.

Addressing these issues requires urgent action to educate the UMB community and neighboring communities on the historical context of Baltimore’s social and economic challenges. A shift in social consciousness must occur in order to challenge ingrained stigmas and pave the way for meaningful change. Without this critical awareness, efforts to improve near-campus vibrancy will fall short. While many solutions may require political advocacy, our white paper advocates for an equitable, inclusive, and justice-oriented approach rooted in understanding historical contexts. By understanding and confronting historical injustices, we can work towards a brighter future for all.

A recent analysis by CNN revealed that the largest credit union in the U.S. has the widest gap in mortgage approval rates between white and Black borrowers among major lenders, reaching new heights last year. This and other similar investigations have underscored the persistent racial disparities in lending practices and accentuates the pressing need for systemic change (Tolan, Ash, & March,

Addressing these issues requires urgent action to educate the UMB community and neighboring communities on the historical context of Baltimore’s social and economic challenges. A shift in social consciousness must occur in order to challenge ingrained stigmas and pave the way for meaningful change. Without this critical awareness, efforts to improve near-campus vibrancy will fall short.

METHODOLOGY

Our methodology encompasses a holistic data collection approach. This approach included qualitative interviews with UMB Deans, UMB staff, faculty, community leaders, residents of Baltimore City, and stakeholders. The Fellows also met and collaborated with several speakers from the President’s Speaker Series symposiums. A descriptive closed-ended survey was additionally disseminated to the UMB campus student body and UMB community asking the question, “What three items would you most like to see on campus?” to help the Fellows make recommendations regarding the positive contributions UMB can make to near-campus vibrancy through resource investments and strategic initiatives. Drawing from these diverse perspectives grounded our analysis and strategies in our community members’ real experiences and needs.

The Fellows completed a rough thematic analysis of the collected data. This thematic analysis uncovered five key themes: Urban Development and Infrastructure, Public Services and Healthcare, Sustainability and Environmental Impact, Campus Facilities and Community Spaces, Social Equity and Education, and Community Engagement and Safety. These themes served as the basis of the Fellow’s recommendations. Where appropriate, survey data were incorporated into the themes as recommendations. The thematic analysis was reproduced in ChatGPT 3.5 for verification with similar results.

AREAS OF PRIORITY AND RECOMMENDATIONS

Urban Development and Infrastructure

Within the context of near-campus vibrancy, the urban development goals of UMB center on enticing commercial real estate developers to creatively invest in efforts that benefit both the university and the community. These include research and development, economic stimulation, technology transfer, and strategic land use. To live by our core values and, as envisioned by UMB President Bruce Jarrell, MD, FACS, “make UMB a place where everyone feels welcome, has a sense of belonging, and is supported to succeed,” it is essential to consistently ask who decides what is best, especially when it affects the community.

The BioPark is an example of an infrastructure and development project that grew out of the desire for technology transfer and collaboration between academic faculty and biotech companies. Developing the BioPark provided an opportunity to ask how UMB can be a good neighbor, engage differently in Southwest Baltimore, and evolve the reputation of UMB from heavily focused on health and social services to include industry-focused endeavors. The process involved the community and highlighted the lasting harmful impact of redlining, which continues to inform development at UMB and provided part of the impetus for forming and funding the Southwest Partnership3

Martin Luther King Junior Boulevard (MLK Blvd.) is a known weakness for near-campus vibrancy due to the way it separates existing neighborhoods from elements of those neighborhoods that contribute

to near-campus vibrancy. MLK Blvd. is difficult and dangerous for pedestrians to cross, creating both a literal barrier to resources and a symbolic division between UMB’s campus and “the community.” Some neighborhoods and businesses thrive in this area of West Baltimore. Unfortunately, stereotypes that stem from this symbolic divide lump them into the deficitbased characterization of this area.

Gentrification often emerges as a byproduct of development and poses a significant threat to nearcampus vibrancy, as it can lead to the displacement of longstanding residents and the loss of community identity. Efforts to revitalize urban areas often aim to attract new investment and residents, causing property values to rise and new developments to open their doors. However, these jumps in property valuations often limit affordable housing options, forcing many residents to relocate to cheaper neighborhoods. Not only does this process diminish the socio-economic diversity of the community, it also erodes the sense of belonging and cohesion among longtime residents. Gentrification contributes to cultural homogenization, as the influx of higherincome residents may lead to the displacement of local businesses and cultural institutions that once defined the neighborhood’s character. Therefore, while such revitalization developments may strive to enhance near-campus vibrancy, they must also implement strategies that mitigate gentrification and prioritize the retention of existing communities.

UMB’s near-campus vibrancy goals involve the enticement of commercial real estate developers to invest in initiatives that benefit both the university and the community, such as research and development, economic growth, technology transfer, and strategic land use. The BioPark project succeeded in this approach, demonstrating collaborative efforts and community engagement throughout its development. Even so, the imperative for enhanced infrastructure development and greater unity with the community still faces significant obstacles, such as those posed by Martin Luther King Jr. Boulevard. Addressing

3 The Southwest Partnership is a coalition of seven neighborhoods and seven institutions working together to build an awesome community in Southwest Baltimore. It is an effort to grow neighborhood empowerment to determine their own destiny. (https://swpbal.org)

housing affordability for students and others who want to live near campus is crucial to enhance vibrancy. Gentrification also poses a significant threat to vibrancy, emphasizing the need for careful planning to mitigate spikes in the cost of living and prioritize community retention. Campus development efforts should seek to create sustainable, integrated, and inclusive communities through collaborations with local businesses, infrastructure investments, partnerships with community organizations, and the design of welcoming street-level spaces. Specific recommendations include attracting retail establishments tailored to the needs of individuals on and near campus, investing in infrastructure improvements, fostering partnerships, and designing inclusive spaces. By embracing these recommendations, UMB can advance its mission of creating a vibrant community that sustainably enriches the lives of all stakeholders.

RECOMMENDATIONS

UMB should apply a universal/inclusive design strategy4 to reimagine the community access points to the campus (Ashworth, 1964). Universal/inclusive

design is a methodology aimed at creating usable, accessible spaces for people of all ages, abilities, genders, cultural identities, sexual and gender identities and expressions. Adhering to principles of social equity and integrating universally designed features into campus spaces could significantly enable the near-campus community to more effectively participate physically and socially in their own communities. Creating versatile and adjustable spaces that cater to diverse users and activities, UMB can promote greater engagement and integration among its inhabitants, visitors and guests, and its workforce.

Wayfinding and lighting are two priority areas under this theme. UMB’s campus is a patchwork of historic and modern entities, and various amenities, resources, and services are woven throughout. UMB (a state institution), the University of Maryland Medical Center (UMMC, a private institution), and the Baltimore VA Medical Center (a federal institution) are separate entities, and those who work on campus may understand the intricacies of the differences between them. However, many individuals visiting or traversing campus view the entire area as a singular

4 The National League of Cities provides Universal Design principles, methods, and advice for leaders. (Mangar & Bauer, 2002)

Maryland Proton Treatment Center located into the BioPark. Credit: Matthew “Dag” D’Agostino.

unit: the “University”. UMB should coalesce the three institutions to spearhead a uniform wayfinding program that improves the navigability of campus, especially for those using public transportation or who may have low vision, impaired hearing, cognitive difficulties, or mobility issues. Wayfinding should extend into the near-campus neighborhoods to help people locate dining, retail, and green space options. Branded, uniform wayfinding that connects the campus to surrounding communities promotes cohesion and unity and helps establish well-traveled corridors for pedestrians that feel safe and drive consumers to areas of economic opportunity.

Our research revealed that poor lighting also poses issues on campus. Due to the 20th-century mass exodus of individuals from cities to suburbs, places that are bustling urban environments during the day become deserted after businesses close. Places with a heavy “9 – 5” focus may not prioritize lighting during darker hours or seasons. Additionally, many unhoused people in Baltimore seek places to sleep in urban parks and open spaces. This combination, compounded by Baltimore’s poor public safety reputation (Stepman, 2019), contributes to the stereotype that urban environments are unsafe after dark. While UMB’s campus is arguably one of the safest places in Baltimore (Jarrell, 2024), the perception of public safety supersedes the statistics, and people feel unsafe on campus. Better lighting on and around campus will improve not only actual safety but also the perception of safety, which is perhaps the bigger challenge (Frumkin et al., 2006).

Using a $46,000 grant from the State of Maryland’s Department of Housing and Community Development’s Community Safety Work Program, the Southwest Partnership’s Light Up Your Block Program covered the materials and installation costs for solar and LED string lights on 13 blocks, connecting 137 homes. In 2023, 40 blocks expressed interest in installing string lights, which includes over 20 businesses interested in participating. String lights are a low-cost, impactful, visually appealing way to improve the community’s safety and unite neighbors. UMB should invest in upgraded lighting on campus and in outdoor spaces on and near campus and secure funding for another round of the SWP Light Up Your Block Program, as there is still a

great need and interest among neighbors. UMB can leverage its relationships to encourage another round of funding for the grant program that previously funded this program, direct development efforts to fundraising to support this initiative, or include it in the budget it already contributes to SWP. Nearcampus neighborhoods decorated with string lights help remind individuals that cities are not just places where people come to work and are a visual reminder of the spirit of camaraderie that comes from collective neighborhood improvement projects.

RETAIL

The role of retail in shaping the near-campus environment is multifaceted, given that retail locations often serve as more than just commercial spaces. Vibrant retail areas in the near-campus area contribute significantly to a sense of community by providing gathering places and promoting social interactions among students, faculty, staff, and residents. These spaces offer opportunities for individuals to connect, relax, and engage in meaningful activities outside of academic or work settings. Additionally, flourishing retail establishments add vibrancy and diversity to the campus environment, enhancing its overall appeal and liveliness. By offering various services, amenities, and dining options, retail areas become focal points of near-campus life, attracting people from diverse backgrounds and interests. They play a crucial role in creating a dynamic, inclusive community where individuals feel connected to the neighborhood.

String lights used in city environment.

The renovated Lexington Market is an example of a vibrant, near-campus retail and dining outlet that contributes to the near-campus cultural climate through outdoor art and economic opportunities. The market is guided by values rooted in historical context and humility to the host community. UMB’s Embrace Resource Center5 and The P.E.A.C.E. Team6 capitalize on their co-location to form and maintain strong and trusting bonds with community members to facilitate outreach, offer services and resources to those in need, and conduct violence prevention work. Many successes have followed the reopening of the renovated market, including that UMB students and professionals frequent the market and patronize the vendors. However, the market lacks traditional produce vendors and adopted more of a food court look and feel. It is evident that some of the tradition and history of the original market was sacrificed in the renovation (Tkacik, 2023). The market could better serve the near-campus community by housing additional vendors who sell fresh produce and pantry items, and that stay open in the evenings and on weekends.

According to the United States Department of Agriculture (USDA) a food desert is an area where individuals have limited access to various healthy and affordable food options (Dutko et al., 2012). There are thousands of food deserts in the United States, characterized by smaller populations, higher rates of vacant property, lower levels of education and income among the residents, and higher unemployment rates. About 25% of Baltimore residents live in a food desert, and Black people are overrepresented among them (Zhu, 2022). Not only residents, but many students face food insecurity, as well. According to the UMB Student Food Security Survey (2020), 33% of students reported that they could not afford to eat balanced meals7. Many people have adopted the term “food apartheid” to better reflect the structural nature of the disparities in the availability of healthy food (Walker, 2023). In November 2022, the only grocery

store in Southwest Baltimore, Price Rite, closed its doors, leaving 5,000 residents in that neighborhood with few options as the next closest grocery store is over a mile away from the Price Rite location (Zumer, 2022). From a car-centric perspective, the distance may not seem like much, but considering that many served by the Price Rite are disabled, use food benefits, and don’t own a car, its closure added additional burden to the residents (Shen, 2022). As of June 2023, there were 45 grocery stores in Baltimore City, a city of 575,000 people (Open Baltimore, 2023). Population loss weakens retail opportunity, and when businesses are not profitable, they close, widening the gap in food access disparities in our surrounding communities.

Hollins Market, a historic marketplace in West Baltimore similar in style and function to Lexington Market, is set to reopen in spring 2024 after a lengthy renovation period. In the Union Square neighborhood, Hollins Market is considered “about as much an institution as the University of Maryland” (VaughnHall, 2024). The market will host vendors, a bakery, a café, and a grocer. Residents of the area were

5 The goal of the Embrace Resource Center is to create and maintain a safe, thriving community for those living and working along the Eutaw Street Corridor.

6 The PEACE Team (501c3) is a community violence intervention program using credible messengers to resolve conflicts, intervene before violence occurs, and connects people to needed resources.

7 The UMB Student Pantry was developed based on the feedback from this survey.

Lexington Market Day. Credit: Matthew “Dag” D’Agostino.

consulted, and through their input clarified their desire for reliable access to fresh foods and produce. The market will pilot a healthy food program allowing individuals using SNAP and EBT benefits to shop for fresh products and participate in a Community Supported Agriculture program that provides locally farmed produce (Vaughn-Hall, 2024). With the opening of the newly renovated Hollins Market, the UMB campus will be centrally located to two retail outlets designed to meet the needs of the neighborhoods around them, but that will require the patronage of all members of the campus and near-campus community for the markets to thrive. Hollins Market represents an opportunity for UMB to replicate the investment and partnerships8 it made at Lexington Market.

Integrating diverse retail options and inviting public spaces is paramount in envisioning a vibrant, near-campus environment. These elements foster community interaction and enhance the overall appeal and liveliness of the campus environment. Our survey results show that the second overall most selected option for improving near-campus vibrancy is increased and improved grocery options. The second most important item for three out of four types of respondents (students, staff, faculty) is increased and improved dining options. Forging partnerships with local businesses to introduce pop-up shops or different culinary experiences on campus, like Yes Chef! newly installed in the SMC Campus Center, can diversify retail offerings, catering to a broader range of tastes. The design of public spaces should prioritize comfort and functionality, incorporating features such as seating, greenery, and amenities to create welcoming gathering spots for students and community members. By implementing these recommendations, UMB can take significant strides toward creating a dynamic and inclusive community where retail spaces and public areas serve as vibrant hubs of activity and connection. Through collaboration, innovation, and thoughtful design, UMB can realize its vision of a campus environment that

promotes engagement, inclusivity, and vitality for all stakeholders.

RECOMMENDATIONS

Through the food rescue efforts of the Baltimore Gift Economy’s Five Little Shares Community Supported Market initiative, founders Ulysses and Chrysalinn Archie collected enough food in their family car to run their market for 12 years, five of which were hosted by the UMB Community Engagement Center (CEC). They collected produce and other products slated for waste from places like Mom’s and Roots Organic Markets and offered them to people, co-op style, for $5 a share. Those who did not have $5 could shop for free through the market’s pay-it-forward program, where someone else covered the cost of shopping. Using this community-supported agriculture (CSA) approach also allowed them to collect 300 cans of soups, two times a week during the pandemic to distribute in their neighborhood. UMB should hire Baltimore Gift Economy to consult on a strategy to employ a food rescue and CSA model. UMB should use groundlevel space on campus, west of MLK Blvd., to offer convenient, reliable, sustainable access to healthy foods through a university-subsidized market.

Furthermore, locating this west of MLK Blvd. ensures easy access for neighboring community members and encourages foot traffic from campus areas east of MLK Blvd., as the market would be available to staff and students, as well. This UMB-subsidized market can also serve as a mid-point and connector between Lexington and Hollins Markets. UMB could also facilitate an update of the current campus maps collection in an effort to help individuals locate this resource and the pedestrian/ bike-friendly transportation routes. The campus walking loop should be expanded to include Lexington and Hollins Markets, the interactive map layers should be brought up to date, and the three map formats (interactive, GIS, and PDF) should be combined and overlaid. Finally, the accessibility and utility of the maps

8 University of Maryland Medical Center (UMMC), Community Health Needs Assessment and Action Plan, “develop and distribute health food information at Lexington Market”, Nurse’s Week Fair (Community Health Needs Assessment and Action Plan Executive Summary, 2012) UMMC and UMB Lexington Market Day (Chappell, 2023), University of Maryland School of Nursing (UMSON) Outreach Day in collaboration with EMBRACE (Jackson, 2023)

function on the Mobile UMB app should be reviewed for possible improvements, as it includes outdated information and functions unreliably.

HOUSING

The significance of housing options for nearcampus vibrancy lies in their role as a catalyst for student retention and community engagement. Accessible and diverse housing choices not only accommodate students’ needs but also contribute to a thriving community ecosystem. Students with convenient and affordable housing options close to campus are more likely to remain enrolled, fostering higher retention rates (Astin, 1999). Moreover, the availability of housing near campus encourages students to actively participate in campus activities, clubs, and events, leading to increased community engagement. Beyond students, offering a variety of housing options can also attract faculty, staff, and other community members, fostering a diverse and inclusive environment. Additionally, the presence of vibrant residential communities near campus can spur economic growth, stimulate local businesses, and enhance the overall quality of life in the surrounding area. In essence, housing availability near campus plays a crucial role in shaping the vibrancy and sustainability of both the campus and the broader community.

The UMB Live Near Your Work (LNYW) Program offers substantial financial assistance to employees, contributing $16,000 per eligible participant toward down payments and closing costs, complemented by a potential matching grant of up to $2,500 from the Baltimore City Live Near Your Work Program. This robust financial support enhances employee affordability and incentivizes homeownership in targeted West Baltimore neighborhoods. Additionally, the program aligns with UMB’s community revitalization and stabilization mission, fostering collaboration between the university and key community partners. By encouraging employees to live near their workplace, the program facilitates community engagement and strengthens the bond between UMB and its surrounding neighborhoods. The program capitalizes on the charm of Baltimore

with diverse housing options and provides affordable residences near work and school for employees and students who want to walk or bike to campus and are otherwise priced out of downtown options. The program’s success is evident in its track record, having facilitated homeownership for 63 employees and distributed over 1 million dollars in grants within four years. UMB employees can leverage additional grants and financial incentives, including the House Keys 4 Employees and Vacants to Value programs, further enhancing affordability and expanding homeownership opportunities. The LNYW Program demonstrates UMB’s commitment to employee well-being, community development, and fostering vibrant, inclusive neighborhoods.

Students with convenient and affordable housing options close to campus are more likely to remain enrolled, fostering higher retention rates. Moreover, the availability of housing near campus encourages students to actively participate in campus activities, clubs, and events, leading to increased community engagement.

There are almost 7,000 students at UMB, only approximately 200 of whom live on campus. Meanwhile, there are currently two on-campus housing options: Fayette Square and Pascault Row. Monthly rates at Fayette Square range from about $900/month for one room in a seven-bedroom to about $2,100/month for a one-bedroom. Pascault Row offers efficiency apartments (400 sq. ft) for about $5,000/semester to two-bedroom apartments for about $8,000/semester. GRA stipends for full-time students average around $25,000 for a 10-month contract and $29,000 for a 12-month contract. The cheapest 10-month housing contract ($9,920) is nearly 40% of the 10-month GRA stipend, which is well above the recommended 28% of a person’s income that should go to housing. The most expensive option for housing (a 12-month full

contract for a studio apartment) is $19,656, which would account for 68% of a 12-month GRA contract. Both Fayette Square and Pascault Row are below the desired occupancy rate of 90% with Fayette Square occupied at 73% and Pascault Row at 78%. Students who live on campus for a year often decide to move to Fells Point, Canton, Charles Village, Hampden, and Pigtown to find comparable or cheaper housing in neighborhoods that offer walkable dining, shopping, and entertainment. The need for affordable and desirable student housing is an opportunity for UMB to meet the needs of students while contributing to near-campus vibrancy by expanding housing options9

The need for affordable housing, especially rental options near campus, is starkly evident. In a city with over 3,000 unhoused individuals, more than half of Baltimore’s renters face housing they cannot afford, allocating from over 30% to over half their income to rent (Garboden, 2016). Most severely cost-burdened households are low-income earners. The combined shortage of subsidized and affordable housing, along with the income crisis, affects nearly a third of renting families living below the poverty line. For working- and middle-class renters, stagnant incomes juxtaposed with rising housing costs exacerbate the rent crisis, making housing burdens increasingly unmanageable (Annual Expenditures for Affordable Rental Housing in Baltimore City, 2018). Existing subsidized housing programs, even ones with track records like UMB’s LNYW, have insufficient resources to bridge the affordability gap. Federal funding shortages and lack of affordable rental options further compound the problem. Initiatives such as rent control face limitations in aiding the poorest families, necessitating increased investment in subsidized housing preservation and rehabilitation. Additionally, turbulence in the rental market, compounded by the COVID-19 pandemic and rising inflation, has intensified affordability challenges. Combatting this challenge requires a comprehensive approach,

including targeted subsidies for affected renters and support for landlords offering quality housing at reasonable rates. Preserving existing affordable units and assistance programs for small landlords is essential to alleviating UMB’s near-campus affordability crises.

The relationship between UMB and the surrounding communities presents an opportunity for collaboration and investment in housing development. Eric Stephenson, president of Lafayette Square Community Development and a resident leader, embodies the spirit of community revitalization in West Baltimore. After witnessing the uprising following Freddie Gray’s death, Stephenson decided to make a difference by moving to West Baltimore and investing in its neighborhoods. He emphasizes the importance of street activation10 and mixed-use buildings to engage non-members of the institution. There is potential for UMB to leverage partnerships with local organizations, like the recently reopened Harlem Park Recreation Center, to enhance vibrancy. UMB should seek to incubate generational wealth in West Baltimore through the provision of estate planning services, a provision that helps keep houses and other resources with legacy families11 Historic wealth loss has contributed to a growing number of vacant homes. With an emphasis on the importance of genuine community engagement and partnership-building, UMB can build trust through consistent involvement and support. By leveraging these opportunities and addressing challenges, UMB can strengthen its relationship with surrounding communities and contribute to sustainable urban development in West Baltimore. Challenges such as safety perceptions, gentrification concerns, and the need for effective community engagement remain crucial considerations for ensuring the equitable success of these initiatives.

Rising property costs, housing shortages, health disparities, and population loss seriously threaten

9 The December 2022 UMB Housing Update will continue to be relevant to this issue as the planned transition occurs.

10 Street activation refers to the process of enhancing the vibrancy and liveliness of public spaces, particularly streets and sidewalks, by implementing various activities and amenities that encourage pedestrian interaction and engagement. It helps to promote pedestrianfriendly environments and active transportation options, contributing to overall urban vitality and quality of life.

11 Families that have lived in the neighborhood for multiple generations and/or who have contributed to shaping the neighborhood.

neighborhood vibrancy. Recognizing the historical and systemic factors perpetuating these challenges within Black communities is crucial. Policy, patterns of investment, and educational systems rooted in white supremacy contribute to the marginalization and suffering of Black people and families. Approaching community work through the lens of inherent pathology and cultural inferiority further entrenches deficit-based approaches to addressing issues like vibrancy and obscures culturally rooted methodologies that could offer more effective solutions.

The need for affordable housing, especially rental options near campus, is starkly evident. In a city with over 3,000 unhoused individuals, more than half of Baltimore’s renters face housing they cannot afford, allocating from over 30% to over half their income to rent.

To overcome the obstacles to vibrancy posed by rising property costs, housing shortages, health disparities, and population loss, UMB must approach communities from a place of humility when seeking guidance on how to amplify culturally rooted methodologies. This requires acknowledgment of the power dynamics that position institutions as framers of problems and considering whether traditional institutional frameworks support or hinder culturally rooted approaches. Methodologies of liberation and transformative engagement aim to empower Black communities to navigate their environments from positions of strength and sovereignty, challenging narratives of deficits and dependence on institutions. Investing in authentic relationships and reeducation is essential to reversing fatal trends in social determinants of health. Recognizing the resilience and agency of Black communities and supporting initiatives prioritizing sovereignty and freedom are critical steps toward addressing the root causes of vibrancy threats. Envisioning a

community where all people have access to safe, affordable housing options regardless of income level is essential. Culturally rooted, community-informed, strengths-based approaches should incorporate a comprehensive affordability plan encompassing rent subsidies, income-based housing, and sovereigntyoriented financial assistance programs. Advocating for policies promoting equitable housing practices, preventing displacement of low-income residents, and collaborating with local housing agencies, nonprofits, and neighborhood development corporations to identify and address housing needs within the campus community are crucial for realizing this vision. UMB can become integral in advancing justice, equity, and vibrancy in Baltimore by centering community voices, valuing cultural knowledge, and challenging dominant narratives.

RECOMMENDATIONS

In alignment with the visionary goal of transforming vacant buildings into vibrant spaces that contribute to campus life and community engagement, UMB should engage in power-sharing and culturally rooted methods to enhance the sovereignty of local nonprofits and neighborhood organizations employing a whole block strategy for revitalization. This approach involves recognizing and respecting the strengths and knowledge of these organizations, valuing their social capital and community buy-in, and investing in their efforts. Recommendations include conducting a comprehensive inventory of vacant buildings on campus and assessing their potential for redevelopment, seeking input from students, faculty, and community stakeholders on desired uses for vacant buildings, and exploring funding opportunities and partnerships to support the renovation and activation of vacant properties for academic, recreational, or cultural purposes. According to Eric Stephenson, fully gutting and rehabilitating a vacant home costs between $250,000 and $300,000 and currently the market, and thereby lenders, do not support this price point, further highlighting a need for homeownership subsidies. Additionally, UMB should extend the benefits of the Live Near Your Work program to legacy families facing housing challenges, collaborate with local

development corporations to develop legal and financial tools for gaining control of city-owned properties requiring renovation, and provide flexible financing options for residents in need of significant repairs to their homes. By stabilizing and investing in vacant properties while supporting existing residents, UMB can achieve stability and attract new residents from diverse income levels, fostering neighborhood stability and economic opportunities. UMB can further support these efforts by financing the renovation of vacant houses through designated organizations like Lafayette Development Corporation and making them available to legacy families. Moreover, UMB should actively engage with organizations like Parity Homes, an equitable real estate development company focused on addressing wealth inequities and facilitating homeownership in historically marginalized communities. By fostering partnerships, promoting culturally rooted methodologies, and investing in equitable development practices, UMB can contribute to restoring healthy communities for all Baltimore residents.

Sustainability and Environmental Impact

UMB has a rich history of sustainability initiatives dating back to the formation of the Committee of Sustainability in 2008 under former UMB President Jay A. Perman, MD. Over the years, these efforts have evolved, culminating in the establishment of the Office of Sustainability under UMB President Jarrell, in 2021. During the COVID-19 pandemic, lockdowns resulted in building closures and later work-fromhome models, which resulted in low occupancy rates in many university buildings. This prompted a critical reevaluation for the university to reassess their energy consumption and overall environmental impact. As the University continues to align itself with the State of Maryland’s commitment to the U.S. Department

of Energy’s Better Building Challenge to reduce their environmental footprint in state-owned facilities through energy optimization and efficiency, our interviews with leaders at the university evaluated the sustainability efforts at the university level. One example is the Saratoga Building Offices which, since the pandemic, has identified Fridays as a low occupancy day to reduce overall heating, ventilation, and air conditioning (HVAC) usage. Overall, these efforts have seen a 11.23% decrease in energy usage from July 2023 - February 2024. To date, the Energy Reduction Team in partnership with Operations and Maintenance and the Office of Sustainability has saved over $3 million in utility costs since the start of the pandemic (University of Maryland, Baltimore, 2024).

WASTE MANAGEMENT

The Office of Sustainability, in partnership with Environmental Services (EVS), has since rolled out their campus-wide self-service waste initiative that centralized the collection of trash, cardboard, and paper recycling, as well as mixed plastics, metals, and glass. Elizabeth Main, MPA, director for the Office of Sustainability, reported that these efforts were in alignment with reaching the states mandated goal of 30% recycling, as well as leading to changed behavior within the UMB community though education initiatives aimed at also reducing “waste stream contamination,” or placing the wrong items in the wrong bin. In addition, Denise Meyer, director for Environmental Services (EVS), highlighted the newly reopened Recycling Center which houses a cardboard bailing machine and contracts12 to have waste removed, garnering rebates and incentives for the university. These efforts closely align with UMB’s strategic plans in Waste and Procurement to reduce UMB’s overall waste disposal by 10% and increase the recycling rate to 35% by 2025. EVS also emphasizes the utilization of environmentally friendly cleaning products by custodial teams, opting for more

12 Paper/Cardboard: collected and processed byGeorgetown Paper Stock. Mixed Plastics, Metal, & Glass Recycling: collected by Goode Companies Inc. and processed by World Recycling in Baltimore or Olive Street Processing in Capitol Heights, MD. Trash: collected by Goode Companies Inc. and incinerated at Wheelabrator Baltimore

concentrated formulas to reduce the overall shipping footprint of products. As the Office of Sustainability looks toward the future, they are finalizing UMB’s carbon master plan with an outside firm to find alternatives to steam powered buildings, aligning with the states 2040 goal to have zero direct greenhouse emissions, meeting building energy performance standards and measures that can be implemented within the next 15 years. The urban environment that the university is nestled within poses unique challenges to making updates to the infrastructure. The Office of Sustainability acknowledges that the state’s policies are not barriers, but rather progressive policies more stringent than the university’s previously set goals.

RENEWABLE SOURCES OF ENERGY

In addition, the Recycling Center also has an electrical component strategically placed on the second floor to provide electrical self-sufficiency for the campus. These components are placed high above sea levels to avoid the potential effects of climate change and the rise in serious natural disasters. As UMB looks to more renewable sources of energy, they have opened contracts with vendors to place solar panels on two parking garages on campus. Elizabeth Main notes these trailblazing efforts are “good visible signs for

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TIMELINE OF SUSTAINABILITY AT UMB

August 2022 - June 2023

stakeholders in the community and can lead to a ripple effect.” The Community Solar Benefit program, implemented within a BGE zone from August 2022 to June 2023 with UMB and WeSolar, offered a community solar purchasing program, providing benefits to UMB faculty and staff who receive their electricity with BGE (Baltimore Gas and Electric). The program offers a 10% discount on their monthly bill for up to 20 years for stakeholders who are unable to install solar panels. University thought leaders agree that more renewable energy partnerships are methods to increase the near-campus vibrancy for both the community and university. UMB also notes their purchase of Renewable Energy Credits (REC), which helps to reduce the university’s carbon footprint, and their recent switch from diesel vehicles and gas-powered maintenance equipment to battery operated.

SUSTAINABLE GREEN SPACES

Recommendations from leaders and survey findings from community stakeholders call for greater attention to the green spaces around the campus. As UMB continues to progressively work to enhance the overall near-campus vibrancy experience for stakeholders both at the university and community level, some already instituted projects could benefit from greater awareness. These efforts include the

2008 Founding of Sustainability Committee

2021 Establishment of the Office of Sustainability

Community Solar Benefit provides benefits to UMB faculty and staff who receive their electricity with BGE (Baltimore Gas and Electric). Program offers a 10% discount on their monthly bill for up to 20 years

2024

In partnership with Operations and Maintenance and the Office of Sustainability, the Energy Reduction Team saved over $3 million in utility costs

2025

Environmental Services (EVS) & External Contract Goals: (1) reduce campus waste disposal by 10%; (2) increase 35% recycling rate

2040

UMB’s carbon master plan: Achieve zero direct greenhouse emissions

FIGURE

Chesapeake Bay Trust Urban Trees Grant, which partnered with the Office of Sustainability and Environmental Services (EVS), to ensure over 65 new native trees were planted. These true landscaping efforts welcome pollinators, beautify spaces on campus, and provide cooling shade to the community as temperatures continue to rise globally. The first campus clean-up initiative took place last year, and leaders are calling for more of those efforts to be implemented to enhance campus vibrancy and engagement.

Outdoor green spaces, such as the Greene Street Pocket Park, are a result of buildings purchased by the school and demolished to implement green spaces into the campus landscape. This green space features a mural, seating, and various resilient plants that can survive the unique urban environment. While this is an effort in the right direction to address physical and emotional well-being and promote social cohesion, thus increasing near-campus vibrancy, these efforts should be enhanced to reflect inviting campus spaces for stakeholders. Increasing and improving green space on campus was the number one priority for faculty, staff, and employees and the number two priority for those who live on or near campus.

Revisiting the Urban Renewal white paper written in 2011-2012, aiming to address the green spaces and recreational goals University Plaza Park, is still an area of major possibility for the campus. Previously, the fellows recommended goals for the park’s infrastructure and landscaping “to promote safe, practical use by the entire UMB community.” It was previously suggested that the sloped nature of the

park placed above a parking garage be leveled to increase accessibility and utilization. UMB’s University Architect, Anthony Consoli, AIA recently shared with us the redevelopment and design plans for the park which will address the deferred maintenance of the park, seek to improve safety and accessibility of the park boosting public perception, and enhancing the user experience, which all align with sustainability best practices. While plans have been deferred for years, the sustainability goals are aimed to meet stormwater management requirements, reduce water consumption for landscaping and maintenance, and ensure the urban tree canopy can reduce the heat island effect. The proposals encompass landscaping, site furnishings, recreational areas, soft/hardscapes, fountains, and public artwork. Three design alternatives were compared, with two out of the three solutions identified as most effectively addressing measures aimed at enhancing vibrancy near campus. The cohort recommends that these alternatives be prioritized to benefit all stakeholders and serve as an anchoring green space for both the UMB stakeholders and neighboring communities. It is important to note the redesign would significantly impact the community during the construction process, but if successfully implemented, the long-term benefits outweigh these concerns for the community.

Additionally, accessible public art and gallery walls have given increased vibrancy to the community by the UMB Council for the Arts & Culture to inspire leaders and onlookers. The 1807: An Art & Literary Journal allows UMB students, faculty, and staff to submit personal writings, visual art, photography, or mixed media submissions for private or public gallery

Left: 1807 Arch Gallery. Right: Living Green Wall in the School of Nursing. Credit: Matthew “Dag” D’Agostino.

display. These submissions boost the importance of fostering a UMB community and returning value to the community we occupy. These low-cost, high yield efforts are investments within the community and the two gallery walls on campus should be expanded to high-foot traffic areas on campus for the community to enjoy.

In the new wing in the University of Maryland School of Nursing and in the offices for Design and Construction, green or vertical “living” walls are installed. These green walls directly enhance campus vibrancy by improving the air quality with soil that purifies the air, temperature regulation, and enhancing emotional wellbeing for stakeholders. These efforts should be expanded to other buildings on campus.

Social Equity and Education

The inextricable links between historical and ongoing systemic anti-Black racism and white supremacy were a common and vital point of agreement among many of our campus and community interviewees and Symposium speakers. UMB and local community members acknowledge and appreciate how these historical and contemporary contexts continue to perpetuate stigmas and the dehumanization of Black people and communities, and this ultimately perpetuates barriers to improving near-campus vibrancy (Love, 2019).

For UMB to authentically support near-campus vibrancy, it requires a profound reckoning of how an anchor institution can attempt to drive change after establishing and making port in a community that was already vibrant in prior generations. Rather than a top-down approach to vibrancy improvement, the institution must challenge and re-frame its approach. UMB should support equitable, inclusive, and, most importantly, justice-oriented change through trustworthy and meaningful engagement with our neighboring communities. Lack of social conscientiousness at large in the greater community and lack of educational and training gaps in social

awareness perpetuate anti-Black stigmas, narratives, and racial injustices across interpersonal behaviors and institutional and legislative jurisdictions. In our local community, some of these stigmas surfaced across multiple interviews, including the perception of safety on the UMB campus despite significantly low occurrences of crime on the UMB campus, the ongoing perceptual narrative that equivocates the Baltimore community with the former television series, “The Wire,” common myths, stereotypes, and tropes of Black individuals. To engage in this work requires a social understanding of the on-going and historical impacts of anti-Black racism and it’s multisystemic and intergenerational impact on Black lives, Black families, and Black communities.

Various centers within the university have already engaged in this work, such as the Intercultural Center’s Poverty Simulation and Introduction to Baltimore programs. Similarly, the University of Maryland School of Social Work (UMSSW) developed a mandatory Blackboard micro-course called “A Brief History of Oppression and Resistance”, which all new social work graduate students must complete. The micro-course is also offered to doctoral students and faculty. Moreover, many of our seven schools include cultural humility and anti-oppression training and practices in their curriculum with the School of Social Work leading in this endeavor. However, despite these efforts, more education and training are required to address the gaps in cultural humility, intersectional stigmas, and oppression at large. This is particularly key for an institution that trains numerous regulated health and human services professionals who often wield power dynamics which can change the trajectory of individual lives and communities, for better or for worse. The breadth of cultural humility and anti-oppression training and opportunities to meaningfully engage in this work varies across campus and across our seven schools. Creating more opportunities across UMB for its students, faculty, and staff to engage in this critical work is needed.

The creation of the UMB Writing Center’s Land Acknowledgement was both essential and commendable; however, UMB needs to make more concerted efforts to educate and integrate Indigenous worldviews and perspectives into our campus

atmosphere and, importantly, in curriculum, clinical training, and community engagement. Reconciliation, repair, and a justice-oriented mindset are needed when engaging in near-campus vibrancy efforts and will require an understanding of how white supremacy is present in the social fabric of Baltimore, the United States, and Turtle Island (North America), and the relationship between the genocide of Indigenous people and the enslavement of Black people.

UMB is strategically positioned both as a champion of diversity and geographically to lead and implement efforts to educate and train its students, faculty and staff on these pertinent topics. It is also ever more important that a local historical and contemporary context is also considered in this future pedagogical and training approach.

RECOMMENDATIONS

UMB should create standardized and mandatory training modules for UMB students, faculty, and staff on selected topics such as anti-Black racism, anti-oppression, intersectionality, and cultural humility. Various centers and schools on the UMB campus (e.g., the Intercultural Center) have curated specialized training on these topics, but significant improvement is needed to standardize access and reach across campus. Integration into curriculum content and training should be viewed as an ongoing and dynamic process flexible to student, faculty and staff learning. Standardizing common training modules for all schools, staff, and faculty are needed to ensure that students, staff and faculty at UMB are trained with baseline knowledge. This recommendation could possibly mirror how some Historically Black Colleges and Universities (HBCUs) require courses in African American studies (Morgan, 2020). Similarly, many post-secondary institutions in Canada require mandatory courses in Indigenous histories (Klingbeil, 2016). The UMSSW developed a mandatory Blackboard micro-course, A Brief History of Oppression and Resistance, for all social work students to complete. This could be a starting point in the development of standardized campus-wide training for students, faculty, and staff. UMB should strengthen and integrate Indigenous worldviews and

perspectives into UMB education and training, in campus-life events, educational trainings, and other initiatives.

UMB should also consider hiring a local Indigenous Navigator to help inform and facilitate the integration of Indigenous services and knowledge on-campus. The position could also be shared with the University of Maryland Medical Center’s downtown and Midtown campuses.

In 2021, UMB partnered with History and Associates Inc. to research and report on UMB’s connections to slavery. UMB must continue engaging with this Commision’s research to reconcile its historical and ongoing connections with slavery if it hopes to improve relations with the Black community of Baltimore. The Commission’s research and reporting should lead to actionable deliverables (i.e., removal of building names and structures associated with slavery, etc.). In addition to these findings, the Fellows recommend that UMB and the University System of Maryland (USM) dismantle its governing partnership with Maryland Correctional Enterprises (MCE). MCE is an entity of the Maryland Department of Public Safety and Correctional Services and the first-line provider for USM and UMB furnishings and other respective products and services. This ongoing relationship is an institutional endorsement of the prison industrial complex and modern slavery. It casts a shadow on UMB’s intention to reconcile its relationship with slavery and its commitment to justice for Black, Latinx, and Indigenous people who are disproportionately over-represented in the prison system.

Public Services and Health Care

“The University of Maryland, Baltimore (UMB) is Maryland’s public health, law, and human services university. Six professional schools and the interdisciplinary Graduate School confer the majority of health care, human services, and law professional degrees in Maryland each year.”

UMB is a beacon of public health, law, and human services education in Maryland. With its seven professional schools, including the School of Medicine (founded in 1807), Francis King Carey School of Law (1824), School of Dentistry (1840), School of Pharmacy (1841), School of Nursing (1889), Graduate School (1918), and the School of Social Work (1961), UMB plays a pivotal role in shaping the future of healthcare, legal, and social service professionals in the state of Maryland. However, to maximize its impact on the community and foster a vibrant campus culture, there is a pressing need for enhanced interprofessional collaboration to avoid the operation of these programs in silos, given the great potential that such collaboration has for its campus and the surrounding community. To achieve near-campus vibrancy, interprofessional collaboration must occur to align faculty leadership and students on a common agenda.

RECOMMENDATIONS

UMB should introduce an interprofessional community service graduation requirement to bridge disciplinary divides and promote collaboration among students. A community advisory panel should discern and evaluate the most critical unmet needs of the nearby community and the areas each school could best serve. The student burden for community participation (e.g., time away from studies, money required for transportation) should also be considered when creating the requirement. Drawing inspiration from the successful 25-hour requirement in the University of Maryland School of Medicine’s preclerkship curriculum, this initiative aims to encourage students across all schools to engage with the Baltimore community, fostering unity and a shared sense of purpose. While existing interprofessional courses at UMB primarily utilize online platforms, such as Blackboard and Zoom, a more hands-on approach would address the community’s need for volunteers and engage the students more fully in their service area. Authentic student participation in the nearby community not only enriches the campus environment but also cultivates well-rounded graduates. Taking cues from the School of Medicine’s

service-learning component, which exposes students to societal issues and their impact on health, each school within UMB could adopt a similar approach.

MONDAWMIN MALL HEALTH/LAW CENTER

To promote access to care, UMB plays a crucial role in addressing the healthcare needs of its community. By investing resources in the Federally Qualified Health Center (FQHC) and establishing a clinic at Mondawmin Mall, UMB is demonstrating its commitment to providing accessible and comprehensive healthcare services to underserved populations. This initiative enhances patient care and offers valuable clinical experiences for UMB students across various disciplines. This initiative is timely, as well, as it was most significantly supported by the President’s Fellows survey results, where across the campus community, those who live on or near campus responded with free clinics being their number one priority to enhance near-campus vibrancy, and overall, over 40% of survey respondents categorized free clinics in their top three priorities for campus (Appendix C).

Furthermore, the importance of interprofessional collaboration, including partnerships with the University of Maryland Francis King Carey School of Law (as they operate free legal clinics at Lexington Market for the community), cannot be overstated. Maryland Carey Law currently requires clinical practice for all law students to graduate. These clinics are robust and diverse in their various practice fields with thousands of hours logged yearly supporting Baltimore and the surrounding community. The data collected suggests that although these clinics are available, they are currently inaccessible or unknown to community members. By working together, healthcare and legal professionals can address the complex and interconnected issues that affect patient well-being, such as legal barriers to healthcare access, patient advocacy, and healthcare policy. This holistic approach ensures that the community receives wellrounded support, ultimately leading to improved health outcomes and social justice. Clinics mean nothing if they are not readily accessible, trusted, and

known to the communities they supposedly serve. Clinical education serves dual roles of educating students while also providing free services, without losing sight of the goal of education. UMB could continue to serve the community by fortifying these connections and subsidizing further developments at these clinics. Many Baltimore community members only know of UMB as a medical center; how can we expect them to know about a unique legal or medical clinic without building these connections further?

UMB’s investment in the FQHC and its emphasis on interprofessional collaboration underscore its dedication to advancing healthcare and education while making a meaningful impact on the community. A prime example of UMB’s commitment to community engagement is the plans for an interprofessional health clinic at Mondawmin Mall, operated in partnership with Total Health Care, a FQHC in West Baltimore. This clinic, which will open in a vacated Target department store, will provide accessible care to the community and serve as a clinical rotation site for UMB students, enhancing their real-world experience and understanding of community healthcare needs.

The University of Maryland School of Dentistry serves as a case study for how a community clinic could be modeled. By prioritizing local vendors and providing affordable dental care, the school has significantly contributed to the oral health of West Baltimore residents. The planned dental clinic in Mondawmin Mall and the renovations to create a clinical service setting and ambulatory surgical center on the first floor of the dental school building are further testament to the school’s commitment to serving the community and providing students with hands-on experience.

UMB’s initiatives in interprofessional collaboration, community service, and accessible care are integral to its mission of improving public services and healthcare in Maryland. By fostering a culture of collaboration and engagement, UMB is poised to make a lasting impact on the community and beyond. More spaces with high visibility for clinical operations are needed. Lexington Market currently has open space with a large amount of foot traffic by people

from marginalized communities. This space would be perfect for implementing a multi-discipline medical and legal clinic. UMB could support this initiative by having case workers on staff. Having a social worker on staff to support the individual is also a clear need. The ROAR center currently hosts similar services but lacks a high foot traffic ‘storefront.’ A hypothetical victim of a crime will likely need medical services, legal services, and a social worker for rehabilitation.

Campus Facilities and Community Spaces

As Elizabeth Weber, Southwest Partnership’s acting director, eloquently noted, “People make a vibrant neighborhood.” To foster vibrancy, students must leave the classroom and join the nearby community to develop their burgeoning skills and understand the privilege of learning said skills in Baltimore, a community with a rich and nuanced history. Faculty must also try to understand this history, and practicing faculty can serve as exemplary models to students by actively and authentically engaging in community practice. Community members must also receive invitations to campus as neighbors and colleagues; their presence and expertise can enrich and improve student and faculty experiences and skills. Several university initiatives have been previously developed that can be drawn on to help these further efforts.

Qualitative interviews revealed that UMB leadership knew of several existing programs to foster faculty and student participation within the near-campus community. Leadership touted the School of Dentistry and Francis King Carey School of Law’s dental and legal services clinics, providing general and emergency dental and legal services to community members. Leadership also discussed the School of Pharmacy’s A Bridge to Academic Excellence (ABAE) program, a student-led volunteer program that offers tutoring and mentoring for middle and high school students in the Baltimore Metro area, and the PATIENTS Program, which seeks to eliminate inequities faced by underserved populations in research to improve the wellbeing of individuals and communities. The infrastructure to host these

programs was established by the creation of the Community Engagement Center (CEC) in Poppleton. Several leadership members described the CEC as an ideal of campus vibrancy.

However, inconsistencies in accessing clinics and understanding the types of services provided often prohibited community members from taking full advantage of services. Several leadership members also cited demanding student and faculty workloads, which could compromise the ability of students and faculty to extend hours beyond the classroom and into the community. At least one member of leadership mentioned competing interests, grades, and class rank as competing priorities for students. To address these issues, UMB recently hired its inaugural Civic and Community Engagement Coordinator through the Office of Community Engagement and UMB Student Affairs, whose role is to help students connect to civic and community engagement opportunities while ethically engaging Baltimore’s various communities.

As Elizabeth Weber, Southwest Partnership’s acting director, eloquently noted, “People make a vibrant neighborhood.”

Students and faculty may be hesitant to venture away from campus centers and into the nearcampus community due to perceived issues of safety. Students and faculty may also be unaware of the importance of authentically engaging and participating with the near-campus community.

RECOMMENDATIONS

UMB should hire community members as faculty to help develop and hone students’ soft skills, including empathy, cultural sensitivity, and situational awareness. To promote authentic student participation in the near-campus community, students would benefit from teachers who live, work, and are immersed in the history of the near-campus community. Drawing on concepts of community-

based participatory research, UMB must encourage students to explore and understand the identities, values, and perspectives of others and critically examine their impact on the nearby community that they serve. As active members of a community best understand the strengths of their community, they can help students develop these competencies and impart their skills to the communities they are most familiar with. Given findings on how empathy increases students’ understanding of situational context, hiring community members as faculty can only help increase student awareness of appropriate and compassionate care and hone students’ soft skills in these areas.

UMB should also require practicing clinical faculty to commit a designated number of hours to communitybased practice. Faculty must engage in community practice as a model of the importance of near-campus engagement and as a testament to the privilege of working and practicing in a city with a rich history. Practicing faculty must receive incentives and encouragement to offer accessible services to nearby community members; accessibility must include a venture into the nearby campus community and away from the classroom and can incorporate opportunities for academic teaching. Several frameworks exist that demonstrate ways in which faculty can incorporate community engagement into practice, given competing priorities. Opportunities for offering incentives for junior faculty may also help tenure review

Furthermore, in accordance with Md. Code, Educ. § 15-137, UMB is mandated by State law to implement prayer or meditation spaces as religious accommodations. Based on the results of the Presidents Fellows survey, 30% of survey respondents of the UMB community, primarily students, would like dedicated spaces accessible in each school. Furthermore, prayer or meditation spaces were classified as a top three priority for enhancing nearcampus vibrancy for students (Appendix C). To ensure accessibility for students from all disciplines and programs, prayer or meditation spaces should be provided in a quantity similar to that of lactation rooms on campus.

Community Engagement and Safety

The University of Maryland, Baltimore continues to demonstrate its commitment to community engagement and safety. Southwest and West Baltimore are key focus areas into which the UMB community at large and UMB’s Community Engagement Center have particularly vested interest. Three pertinent sub-theme recommendations which consistently surfaced across our Fellowship’s research included the collective and individual impact of the perception of safety, amplifying local neighborhood engagement and campus transportation.

PERCEPTION OF SAFETY

The vibrancy of the UMB campus and its neighboring environs is strongly affected by individual and cultural perceptions of safety. A negative perception of safety both on UMB’s campus and in Baltimore at large continues to inoculate feelings of danger, further diffused through the media, word of mouth, and more. In spite of these preconceived notions, our research found that UMB’s campus is quite safe. UMB Deans and senior administration receive daily updates on campus safety incidents, and such reports have historically been consistently very low. That said, campus safety can still improve, and the previous success of UMB in this field should not deter efforts toward further reduction of safety incidents. Homicides in Baltimore were at an all-time low in 2023 (Morgan, 2024).

Stigmas against specific groups significantly influence how individual and collective minds perceive UMB’s campus, the near-campus areas, and Baltimore at large. Historical and ongoing anti-Black racism intersects these broader stigmas, influencing interpersonal, institutional, and socio-cultural perceptions. This array of negative perceptions continues to significantly impact the potential enhancements both on-campus and near-campus vibrancy.

Our Fellowship encourages UMB to take stronger efforts to educate students, faculty, and staff on

challenging mindsets and dismantling historical and ongoing stigmas against Baltimore, which are rooted in anti-Black racism, implicit bias and ignorance. The UMB Department of Police and Public Safety contributes to campus safety; for example, the department’s distribution of anti-theft car tools in Pigtown is an ongoing initiative to increase awareness and access to campus safety resources. However, they cannot take sole responsibility for campus safety. Rather, UMB should address safety as a collective multi-systemic effort.

NEIGHBORHOOD ENGAGEMENT

UMB is deeply committed to community and local neighborhood engagement, and UMB’s Community Engagement Center leads the campus on this front. Across our seven schools, students can choose from a variety of curricular opportunities for community service and clinical training. Given the already present resources available, UMB at large should redouble its efforts in neighborhood and community engagement. Our local west and southwest neighborhoods directly adjacent to campus are prime opportunities for students to conduct community service, clinical training opportunities, and ongoing K-12 school engagement initiatives (like those operated by the School of Social Work, Community Engagement Center, and the Academy of Lifelong Learning).

Mark A. Reynolds, DDS, PhD, MA, dean of the University of Maryland School of Dentistry, illustrated some of their local community impact: “… we provided care to over five thousand West Baltimore residents, delivering over thirty-five thousand clinical services.” These services, significantly more affordable than external providers, resulted in savings of upwards of $4.5 million for the community. The proposed dental clinic in Mondawmin Mall and the first-floor renovations of the dental school building, including an ambulatory surgical center, exemplify UMB’s unwavering commitment to accessible health care and neighborhood engagement. In addition to the aforementioned proposals, UMB should spearhead a sustainable student-led interprofessional clinic (no fee for service) on UMB campus or adjacent in UMB’s Biopark. A viable, student-led interprofessional

health clinic operating without a service fee will help close the gaps in healthcare accessibility and promote interprofessional education on the UMB campus. By establishing such a clinic, UMB can utilize its healthcare and academic resources, forming a practical, hands-on learning environment for students across health disciplines while providing valuable healthcare services to the underserved populations near UMB.

TRANSPORTATION

Transit equity is a major threat to the role of retail in near-campus vibrancy. A report on transit and health equity found that most public transit in Baltimore, a city of roughly 92 square miles, cannot get individuals to their destinations in under 45 minutes (Latshaw et al., 2021). The cancellation of the Red Line had a direct and devastating impact on mainly Black families in Baltimore, setting back transportation equity in Baltimore by years and further entrenching the disparate conditions (ECONorthwest, 2015). Access to jobs, food, recreation, and retail are all limited by the gaps in the public transportation system in Baltimore. The more difficult it is to get around the city, the fewer places’ individuals go, and, especially in the digital age, the more they turn to online options for ordering the things they need to be delivered to their doorstep. While internet access can create a digital divide for low-income people who wish to shop online (Horrigan, 2008), recent cuts to SNAP benefits have seen an upward trend in the number of lowincome people using Amazon to shop deals and order groceries (CivicScience, 2023). A thriving city includes affordable and reliable public transportation that is efficient and safe. Through transit access equity, people can safely move about their neighborhoods to patronize local businesses for their needs. If people cannot shop locally, there is no incentive for retail businesses to open brick-and-mortar outlets on and near campus.

Safe and convenient transportation is paramount for UMB students and staff, as it ensures reliable access to education and work while fostering the well-being of the surrounding community. We recognize a pressing need for UMB to expand its safe

transportation initiatives, as suggested by Thomas Leone, MSL, assistant vice president for Public Safety and Chief of Police. Safe Ride offers secure and affordable transportation but cannot meet the current demand. The UMB shuttle is reliable and accessible, however, many students cited cost and limited hours as barriers to wider use. Public transportation through MDOT/MTA is accessible, reliable and offers varied routes and extended hours, but is perceived by many to be unsafe. Of note, all three of these options are vehicle-based rather than rail-based. By addressing the current limitations of available programs through collaboration with public safety and parking services, and by establishing more comprehensive transit loops, UMB could significantly enhance local livability. Initiatives to connect housing and business areas, such as Eutaw and Howard streets, with reliable transportation will not only bolster the sense of security, but also encourage community integration without overextending the jurisdiction of UMB Police, keeping their response levels high within campus bounds.

Samuel Jordan, preside of the Baltimore Transit Equity Coalition emphasized the need for reimagined transportation solutions – a pivotal yet often overlooked facet of community engagement. “Public transportation is an essential building block,” Jordan explains, highlighting the fact that former Maryland Governor Larry Hogan’s cancellation of the Red Line project stripped Baltimore of an opportunity for equitable growth and unveiled the dire need for structural change. Despite this and other setbacks, UMB can become an ally in this arena by engaging with the Baltimore Regional Transportation Authority and pursuing the completion of the Red Line project. UMB can spearhead a comprehensive study of transportation habits among its staff and students, further integrating UMB into the city’s transit system. By catalyzing change that transcends mere community service, confronting public safety perceptions head-on, fostering neighborhood collaborations, and championing equitable transportation, UMB can redefine its legacy and empower the city it calls home.

Meet the Fellows

BING HE, PHD (he/his)

School of Dentistry, DDS

Bing is a first-year dental student. Interested in enhancing UMB’s campus vibrancy, he proposes initiatives such as promoting interactions among professional schools, hosting cultural diversity events, and offering community engagement opportunities. Bing believes these efforts will create an inclusive environment that fosters wellness, enriches the surrounding community, and strengthens connections between UMB and its neighborhood.

COURTNEY WITTSTADT (she/hers)

School of Pharmacy, PharmD

Courtney is a third-year pharmacy student. She applied to the President’s Fellowship because she was particularly interested in this year’s topic of near-campus vibrancy, seeking to understand what it means to take up space in a community. As a Baltimore native, Courtney is conscious of how the expanding physical environment of UMB impacts the West Baltimore community and aims to learn from community members to best serve their needs.

ERIN WALTON, MSW, LCSW-C (she/hers)

School of Social Work/Graduate School, PhD

Erin is a Clinical Social Worker who has worked in alternative school settings, treatment foster care, primary and mental health care facilities, and hospital-based violence prevention. Her expertise is in interpersonal violence and trauma, and her research interests include the intersection of violence and trauma with substance use disorders. An interest in the structural determinants of health and the influence of the built environment on issues of urban health disparities like violence and opioid use disorder led to the inspiration for a systematic review on the topic of urban blight remediation as a community engaged approach to crime reduction.

HENRY PRESTON JONES (he/his)

Francis King Carey School of Law, JD

Henry is a first-year student. Henry has lived in the Baltimore area his entire life and is deeply invested in Baltimore’s future well-being. He believes his educational background in criminal justice will provide a unique perspective into the University of Maryland, Baltimore City, and the State of Maryland’s future.

JODI-ANN HAYNES (she/hers)

School of Pharmacy, PharmD

Jodi-Ann is a third-year PharmD student and hails from Queens, New York, with a keen interest in cities across America. Having completed her undergraduate studies in Buffalo, she sought a new experience and found herself drawn to Baltimore for its unique urban landscape. Over the past three years, residing in two different neighborhoods, she has gained a multifaceted perspective on the city, blending her experiences from both bustling metropolises and rural areas. Eager to explore Baltimore’s historical roots and contribute meaningfully to its community, JodiAnn aims to use her platform to amplify local voices. Inspired by a relative who is an urban planner and former student of the city, she’s committed to deeply understanding and appreciating Baltimore’s richness and history.

JORDAN-MOSES WILLIAMS, MSW (he/his)

School of Nursing, BSN

Jordan-Moses is entering his final semester in the BSN program. Jordan’s interest in Near-Campus Vibrancy is, candidly, another calling to make an impact. He hopes this year’s White Paper will drive, or at least bring to light, the need for structural, equitable, and justice-driven change for local community members and students at UMB. He believes access to economic

opportunity, challenging all forms of anti-Black racism, and health and mental health outcomes are crucial to cultivating near-campus vibrancy. His commitment to advocacy stems from a neardecade experience as a masters-level social worker (MSW) from Toronto (now in Baltimore) and lived experiences across various care systems.

MINAHIL CHEEMA (she/hers)

School of Medicine, MD

Minahil is a first-year MD student and is a published author on healthcare disparities and aspires to continue work in healthcare advocacy and policy during her tenure at UMB. Before matriculating into medical school, Minahil graduated early from the University of Maryland, College Park, to pursue a public service year at the Maryland Department of Health, where she committed herself to its mission of promoting lifelong health and wellness for all Marylanders. She has most significantly showcased that quality through the free telemedicine clinic she developed and continues to maintain to serve uninsured patients. Minahil embodies a steadfast commitment to leaving a positive impact wherever she goes, approaching every endeavor with the belief that leaving places better than she found them is paramount. This conviction aligns seamlessly with her current role as a President’s Fellow, where she dedicates herself to enhancing the vibrancy of the campus community.

Headshots Credit: Angela Jackson, MS

Appendices

APPENDIX

A

Map 1: Google Map Version of Safe Walk/Safe Ride Boundaries

2: March 2024 UMB Campus Map with Safe Ride and Safe Walk Boundaries

3: Campus Walking Paths

Map

Map

Map 4: Campus Green Map

Map 5: Campus Construction Projects Map

Map 6: Live Near Your Work Map

APPENDIX B

Short List

Recommendations

1. Urban Development and Infrastructure

a. Apply a universal/inclusive design strategy to reimagine community access points to campus.

b. Spearhead a uniform wayfinding program to improve campus navigability, extending into nearby neighborhoods.

c. Invest in upgraded lighting on campus and in outdoor spaces.

d. Update and upgrade campus maps for improved accessibility and usability.

e. Ensure a prayer/meditation space is available in each of the seven schools at UMB.

f. Operationalize a university food rescue, CSA, or co-op style market to ensure reliable, affordable access to healthy food in the community and for students living on campus.

g. Conduct a comprehensive inventory of vacant buildings on campus for redevelopment.

i. Seek input from students, faculty, and community stakeholders on desired uses for vacant buildings.

ii. Explore funding opportunities and partnerships to support renovation and activation of vacant properties.

h. Extend the benefits of the Live Near Your Work program to legacy families facing housing challenges.

i. Formalize partnerships with organizations like Lafayette Square Development Corporation and Parity Homes to address wealth inequities and facilitate homeownership in marginalized communities.

2. Sustainability and Environmental Impact

a. Finalize UMB’s carbon master plan to align with state emissions goals.

b. Increase renewable energy partnerships to enhance near-campus vibrancy.

c. Implement measures to meet stormwater

management requirements and reduce water consumption.

d. Prioritize alternatives for anchoring green space to benefit all stakeholders.

3. Social Equity and Education

a. Create standardized and mandatory training modules for UMB students, faculty, and staff on anti-Black racism, anti-oppression, intersectionality, and cultural humility.

b. Strengthen and integrate Indigenous worldviews and perspectives in UMB education and campus-life events.

c. Enhance the branding and marketing of UMB as a leading institution.

4. Public Services and Health Care

a. Implement a community service graduation requirement across all schools.

b. Add a community service requirement to all school curriculums.

c. Hire community members as faculty to develop students’ soft skills.

d. Require practicing faculty to commit designated hours to practicing near-campus.

5. Community Engagement and Safety

a. UMB should hire faculty members who live in and are from the Baltimore City community.

b. UMB should work to address how Baltimore City is portrayed in the media and how laws and regulations are shaped.

c. UMB should advocate and leverage its influence to ensure completion of the Red Line.

APPENDIX C

Survey Results

What is/are your role(s) on campus? (select all that apply)

What would you most like to see on or near campus? (select your top three)

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