Maximizing Campus Impact

» Case Study 5

University of Maryland, Baltimore County New Media Studio Establishes Advisory Board

The New Media Studio at UMBC established an Advisory Board to offer guidance – and ties to the campus community – as the Studio redefined itself as a self-supporting organization. Here is the story in their own words.

The Situation
Three years ago UMBC’s New Media Studio moved to a self-support cost recovery model. Our production services have typically been used by a small group of core clients. These were largely grant-funded centers who contract with the Studio for web programming, design and multimedia components of larger projects.

While the Studio has consistently operated in the black, we felt that we had a visibility problem. Beyond our core client group we were not connecting effectively with the larger campus community. By reaching out to additional areas we hope to enrich the mix for future projects.

The Action Taken
This year, at the suggestion of our CIO, we invited ten faculty members and administrators to serve on an internal advisory board. In choosing the membership we were careful to strike a balance of current and potential stakeholders. We hope that this mix will help stimulate new ideas for projects and possible collaborations within the group.

The process of inviting participation on the board was in itself a surprisingly fruitful one. Each potential member was individually invited to lunch to talk about the Studio and their participation on the board. This one-on-one interaction gave us a rare chance to really focus on the individual needs and interests of our constituents in a personal and informal setting. Several of these occasions resulted in identifying potential projects.

In order to make membership on the board more attractive we have intentionally kept the commitment of time very minimal. We meet twice a year. The fall meeting includes a brief report on the Studio’s activities in the previous academic year and is more of a portfolio review than a fiscal report. A more extensive formal annual report is also provided to the board. The meeting also includes a discussion of New Media trends and how they relate to UMBC’s needs. The NMC’s Horizon Report, which is also provided to the board, offers a great springboard for this discussion. The spring meeting focuses more on ideas from the board itself. This is designed to be a productive brainstorming opportunity that will inform future directions for the Studio. Lunch is provided at both meetings.

Beyond the formal commitment of the board meetings, we hope that membership will increase the faculty’s sense of being stakeholders and advocates for the Studio. Through ongoing projects and informal discussions, board members are becoming true partners in the Studio’s operation.

The Effect on Campus
This is the first year we have convened the board so it is difficult to assess the effectiveness of this effort. One project has developed in part through the process of forming the board. In January 2006 we are hosting a workshop for faculty interested in integrating digital storytelling into their teaching. Board members from several disciplines, including history, intercultural communications and visual arts, actively supported this idea, enabling us to find the resources to bring trainers from the Center for Digital Storytelling to campus.

Tips for Other Centers

• If you decide that an Advisory Board is for you, choose your board carefully.
• Find a mix that reflects where you are and where you want to be.
• Keep the size manageable. It was hard to limit our number to ten, but more would have reduced the sense of involvement for the members.
• Keep it personal. I think this is the real value of the board in that it presents an opportunity to interact in a positive and collegial way with your constituents.
• Everyone likes a free lunch.