Progress Reports

Theme 1: Pre-Eminence as an Innovator - FY 2015 Year-End Progress Report

Goal No. 1 
Educate the health, human, and legal services workforce of the state of Maryland and continue to serve the workforce's evolving educational needs in order to promote well-being and justice throughout the state.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Non-priority goal:

  • Conducted Invitational Meeting: Big Data Health Care & Medical Research: emerging scientific, privacy, security concerns. Oct. 29, 2014

Outcome: Recommendations generated by participants representative of national and state experts, UMS, UMB, Mpowering, and industry 

Strongly positive evaluations.

Impact: informed the report of the Subcommittee on Data Acquisition & Consent now being drafted for the University's Big Data Ethics Committee  
Implementation of the policy from Big Data Ethics Committee

Goal No. 2 
Work closely with the University of Maryland Medical System (UMMS) to achieve pre-eminence through continued development of an innovative, high-efficiency integrated health care delivery model and research enterprise that leverages the extraordinary talents of the professional schools.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Priority goal:

  • Integrate the Research HARBOR capacity with UMMS data to advance population health research

Outcomes:

Completed planning, design, and stage 1 of implementation  of the Informatics Innovation Incubator (I3)

>Stage 1 tactics:

  • Develop advisory group and governance process
  • Assessment and alignment of new entity within UMB / UMMS
  • Identify of resources needed
  • Establish first year goals in light of a larger vision statement
  • Create agreements with key partners and collaborators
  • identify contributors to the incubator

>Utilizers of the HARBOR demonstrate a cross section of UMB school’s research as evidenced by at least one research project from each professional school either individually or in collaboration

>Increased research utilization if IRB approved studies by 25 percent

  • Implement I3
    • Expand agreements with UMB (e.g., Office of Community Engagement), UMMS (Office of Population Health)
    • Establish campus-wide affiliation program
    • Implement monthly scientific seminar series to increase informatics competence and promote visibility of I3
  • Expand Research HARBOR data warehouse to include feed from UMMS Clarity system
  • Develop plan in collaboration with SOP to incorporate dental clinic data?
  • Use Research HARBOR to promote population health projects thought UMMS-CVSHealth Partnership
  • Conduct stakeholder interviews to refine Research HARBOR features and functionality
Develop at least one initiative to be implemented through the new UMB Urban Extension Center that includes collaborators from the majority of UMB schools and uses the Research HARBOR infrastructure

Goal No. 3 
Promote and foster a culture in which the entire University community is engaged and focused on innovation and scholarship.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Non-priority goal:

Rich and diverse perspectives across campus were generated by the participants at the October Invitational resulting in recommendations.

 

Theme 4: Excel at Interdisciplinary Research - FY 2015 Year-End Progress Report

Goal No. 1 
Excel at interdisciplinary research that informs the development of knowledge, public policy, and human service.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

IDR Awards received by UMB Schools in FY14: 29 grants totaled $150,531,695

Brain Science Research Consortium holding IDR seminars at several UMB locations (medicine, pharmacy, and nursing)

IDR laboratories and facilities expanded across campus (SOP, SOD, and SOM all have CIBR labs available to all UMB)

Allow the Interdisciplinary Research vortex of momentum to self-propagate across the UMB campus:

  • Obtain progress report from UMB IDR grantees in July 2015
  • Continue UMB-UMCP Seed Grant Program (established in 2012)
  • Continue UMB-UMBC Seed Grant Program (established 2013)
  • Continue to pursue MPower Maryland funds for a collaborative UMB/UMCP CTSI
  • Advance formalization of the Center for Sports Medicine, Health & Human Performance Programs (UMB-UMCP collaboration)
  • Seek opportunities of collaboration between the Brain Science Research Consortium Unit & Brain Behavior Institute (UMB-UMCP collaboration)

Theme 5: Excel at Interprofessional Education, Clinical Care and Practice, and Public Service - FY 2015 Year-End Progress Report

Goal No. 1 
Excel at interprofessional education, clinical care and practice, and public service that inform the development of knowledge, public policy, and human service.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

  1. Awarded Five Seed Grants. Faculty/staff included: One School of Dentistry, seven School of Medicine, four School of Nursing, six School of Pharmacy, four School of Social Work, two from UMMS. Student numbers are not available yet.
  2. Held Third Annual IPE Day. Attendance included 71 faculty/staff members: eight School of Dentistry, two School of Law, 13 School of Medicine, 13 School of Nursing, six School of Pharmacy, seven School of Social Work, two Graduate School, 11 UMB,  six UMMS, one UMCP, one Anne Arundel Community College, and one UMBC. The 231 students included: 54 School of Dentistry, six School of Law, 19 School of Medicine, 81 School of Nursing, 59 School of Pharmacy, eight School of Social Work, two Graduate School, and two unknown.
  3. Held ½ day Faculty/Staff Development event with three different sessions. Attendance included – 77 faculty/staff: eight School of Dentistry, four School of Law, 19 School of Medicine, 21 School of Nursing, 11 School of Pharmacy, seven School of Social Work, two Graduate School, three HS/HSL, one UMBC, one UMCP.
  4. Awarded Six Faculty Development Awards to nine faculty from UMB – one SOL, one SOM, three SON, three SOP, one SSW, plus one Other USM Faculty (UMBC).
  5. Sent UMB Team to IPEC Faculty Development. Three faculty included: two SOM, one SON.
  6. Redesigned Center’s website. Completed.
  7. Maintain Center email distribution list of 300 individuals, inclusive of UMB faculty, staff as well as UMMC employees and others who have expressed an interest from UMS Institutions.
Advisory Committee. Was not formed due to other priorities/time demands.
Continue activities from FY ’15 and expand faculty development opportunities; formalize Center’s advisory committee

Goal No. 2 
Develop and sustain an infrastructure that supports interprofessional education, clinical care, and public service and is integrated with all the schools on this campus, and as appropriate with USM institutions, other colleges and universities, and UMMS hospitals and other area hospitals.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Continued supporting the work of the Center through staff support provided by Patricia Danielewicz and the leadership of the Center’s director (Jane Kirschling) and co-directors (Heather Congdon, SOP and David Mallott, SOM). Focus of our work is to support faculty development in IPE and to seed pilot projects. No specific problems arose. Continue with current infrastructure.

Theme 6: Develop Local and Global Initiatives that Address Critical Issues - FY 2015 Year-End Progress Report

Goal No. 1 
Strengthen the University’s social integration with local and global communities by supporting genuine and sustainable partnerships.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

  • Center for Community Based Engagement and Learning (CBEL) awarded and has monitored the progress on seven “community engaged” small research proposals to UMB investigators across schools (2014-2015). 
  • Collaborated with Office of Community Engagement (OCE) to offer Health Fair (April 2015) and day/month of Service (September 2015), and launch the UMB Urban Extension Center at BioPark.
  • Submitted a pre-proposal to RWJF in response to RFA for Data Across Sectors for Health: Empowering Communities Through Shared Data and Information entitled “Building TRUST: TRauma-Informed Utilization of Shared Technology,” which includes three West Baltimore partner communities.
  • Research findings to be presented to campus and West Baltimore community members in September 2015.
  • Will continue to work closely with OCE on ongoing initiatives and will offer several academic courses at the CCE during the 2015-2016 academic year.
  • In September 2015, submit full RWJF proposal if short proposal is approved for further consideration. If not funded by RWJF, seek other funding opportunities.

Goal No. 2 
Strengthen the University’s capacity to improve the health and the economic, political, and social well-being of its community partners locally and globally.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

  • Center for Community Based Engagement and Learning (CBEL) awarded and has monitored the progress on seven “community engaged” small research proposals to UMB investigators across schools (2014-2015). 
  • Collaborated with Office of Community Engagement (OCE) to offer Health Fair (April 2015) and day/month of Service (September 2015), and launch the UMB Urban Extension Center at BioPark.
  • Submitted a pre-proposal to RWJF in response to RFA for Data Across Sectors for Health: Empowering Communities Through Shared Data and Information entitled “Building TRUST: TRauma-Informed Utilization of Shared Technology,” which includes three West Baltimore partner communities.
  • Research findings to be presented to campus and West Baltimore community members in September 2015.
  • Will continue to work closely with OCE on ongoing initiatives and will offer several academic courses at the CCE during the 2015-2016 academic year.
  • In September 2015, submit full RWJF proposal if short proposal is approved for further consideration. If not funded by RWJF, seek other funding opportunities.

Goal No. 3 
Prepare faculty, staff, students, and community partners to be leaders and active civic participants in local and global engagement initiatives.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Write, script, film, develop one 30 minute online orientation PP for students/faculty who will be engaging in Baltimore City communities; draw on community members, UMB community offices, and faculty/staff working in community to produce content; work with each UMB School for content and support for project.

Content includes city overview, history, demographics, neighborhoods, cultures, etc., through theme of "Why I Love Baltimore." Staying safe through appropriate community acceptance/respect also included.

Completion goal: Sept. 15, 2015

Prepare and complete three additional 30 min. PP online orientations by June 30, 2016, which will build more depth to overall themes of first orientation. 

Theme 7: Drive Economic Development - FY 2015 Year-End Progress Report

Goal No. 1 
Foster a culture of entrepreneurship leading to rapid identification and support of innovative discoveries with translational potential.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

   

Goal No. 2 
Continue to expand the research enterprise.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

   

Goal No. 3 
Build the capacity of the University to attract major philanthropic investments.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

 

Progress: Three schools had record-breaking results in FY15—dentistry, nursing, and social work. UMB’s FY15 fundraising totals grew by 8 percent. Our fundraising counsel engaged with several of our boards in the area of “Fundraising Roles." Pharmacy hired a very experienced chief development officer. Online fundraising sites received significant upgrades.

Challenges: At this time, the School of Dentistry is without a chief development officer and the School of Law’s team is short at least one full-time employee.
Targeted to increase FY15 ($76.7 million) fundraising results by 7.5 percent. During FY16 we will recruit CDOs for dentistry and law, plus at least three additional frontline development officers. The fundraising counsel will assess each school’s fundraising capacity to help determine UMB’s comprehensive campaign goal. We will develop a fundraising plan for UMB Centers, including an early initiative by the UMB Foundation Board—a campaign for the Urban Extension Center.

Theme 8: Create an Enduring and Responsible Financial Model for the University - FY 2015 Year-End Progress Report

Goal No. 1 
Institute multiyear financial plans for the University and schools that identify priorities for new investments, provide financial stability for existing programs, and create adequate cash reserves.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Completed the financial model for FY 2013 and FY 2014 for each school and the University. Gained final consensus from stakeholders on the FY15 financial model template.

Refined the annual budget meetings to include multiyear all funds financial plans by school and administrative departments. The requests for new program funding were taken into consideration by the president in conjunction with the fund balance growth goals and state budget restraints. Derived the FY16 budget based on the decisions made after reviewing the program funding request with the president, deans, and vice presidents.

Incorporate recommended changes and update the financial model for FY 2015. 

Form a campus workgroup to determine how the model can be used, perform what-if scenarios, and select the best method for determining the cost of research.

Seek consensus on how to incorporate the financial model into the FY17 budget process.

Goal No. 2 
Develop the infrastructure to enable the University to operate efficiently and seamlessly.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Launched the Standard Operating Procedure Library on May 15, 2015 with a publishing cycle of a new department every 60-90 days. Phased out the consultant and brought in a technical writer (part-time law student) to work with the policy analyst and focus on groundwork to accelerate process.

Business processes were improved overall with the launch of the HRMS system upgrade. The electronic Personnel Action Form (ePAF) has been implemented and the process for providing electronic faculty timesheets is underway. 

Selected ImageNow software as the platform for the document management system. It is supported by CITS and is posted on their website. To assist users we developed a University File Naming Convention and tips for Electronic Document Management as part of the Communications Toolbox. Updated the ImageNow webpage.

The Central Administrative Service Center (CASS) provided budgetary, procurement, payroll, and HR services for 21 central units; processed 238 travel/foundation reimbursement requests; and 1,051 online requests in addition to verbal and email requests.

Publish seven of the 13 priority departments identified in the 2012 town hall. Integrate policies into Procedure Library model.

Roll out the new electronic timesheet to be used by staff and faculty in the fall of 2015, which will include an updated policy and procedure.

SOP drafted for ImageNow, planned launch into Procedure Library as part of CITS catalog.

Expand CASS support to additional departments.

Goal No. 3 
Explore new affiliations and/or develop separate entities to improve the University’s flexibility to manage ongoing and new ventures.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Nothing to report for FY2015.  

Theme 9: Create a Vibrant, Dynamic University Community - FY 2015 Year-End Progress Report

Goal No. 1 
Make the University a “best place” to learn, work, play, and live.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

  1. Created a UMB Arts and Culture Committee
  2. Continued to increase wellness activities and access to information for campus community
  3. Implemented improved police escort van service by adding an additional van to provide riding escorts during evening hours
  4. Enhanced safety patrols at select locations and the BioPark by adding increased police and security presence
  5. Worked with Office of Communications to update Safety Begins With You pamphlet
  1. Increase arts and culture activities on campus
  2. Improvement and enhancement of the initiatives implemented
  3. Revitalization of the UMB Safety Awareness Committee

Goal No. 2 
Create a sustainable environment that fosters a unique, recognizable sense of place.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

  1. Continued working with Lexington Market on a revitalization plan; merchandising plan completed; architectural team hired to design a new market
  2. Selected developer for Drovers/Sons of Italy
  3. Community Engagement Office created
  1. Continue working with Lexington Market to complete design and develop funding plan for redevelopment
  2. BPW approval of Drovers/SOI project; start construction
  3. Community Extension Center opens

Goal No. 3 
Create and enforce a system that provides clear identification of the University and its facilities as well as reinforces University gateways and boundaries, while maintaining open access to the campus.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

  1. Wayfinding signage design including location and messaging has been refined and approved
  2. Wayfinding plan has been expanded to include campus maps at key locations
  3. HSF III signage plan design completed and being reviewed
  4. Banners being replaced along MLK
  5. Signage Master Plan has been revised
Complete installation of wayfinding signage including campus maps

Fundamental Element: Enhanced Two-Way Communications - FY 2015 Year-End Progress Report

Goal No. 1 
Improve the visibility and reputation of the University of Maryland, Baltimore (UMB) brand.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Great progress has been made including a very successful Champions of Excellence Champaign.

The power in the UMB brand lies in creating dynamic, meaningful relationships with our audiences that evolve over time.

The next phase of the Champions of Excellence Champaign will launch in the fall 2015.

Goal No. 2 
Increase and enhance internal communications to foster more collaborative relationships and build an internal sense of community.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

 

Several programs have been developed to increase communications and foster relationships. Some of the programs created include: Elm Weekly, Core Values Speaker Series, Council for Arts and Culture, UMBrella, and the annual State of the University speech. In addition, we continue to utilize The Elm, Mobile UMB, and the Common Calendar.

In addition, we worked with CITS to enhance the use of E2campus software to allow fast and more accurate delivery of emergency messages to the University community and affiliates.

Continue to expand our current programs and develop new opportunities that build a sense of community across the University.

Goal No. 3 
Develop a communications structure and framework that supports people, programs, and partnerships engaged in the work of the University.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

An enhanced communications structure has been created using The Elm, Elm Weekly, Mobile UMB, Common Calendar, and the rollout of the new University CMS.

The Champions of Excellence advertising campaign is a multiyear branding campaign at UMB in which we are highlighting individuals and teams that exemplify extraordinary accomplishment and represent excellence at the University.

Continue to utilize the current structures put into place while monitoring and updating to continually meet the evolving needs of our audiences.

Work with community engagement to develop ways to communicate community service opportunities.

Continue to host Communications Council meetings to foster collaboration and build relationships throughout the University community. 

Fundamental Element: Faculty and Staff Training - FY 2015 Year-End Progress Report

Goal No. 1 
Provide a comprehensive development program that offers opportunities to enhance knowledge and develop the skills of all employees.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Professional Development:

OED offered the following training courses:

-                 Managing Organizational Priorities
-                 Building a Motivated Team
-                 Navigating UMB e-Learning
-                 Business Writing Course
-                 Customer Service Excellence
-                 PDP Training

Leadership Development

Management Essentials program pilot October and  November 2014, designed to empower new supervisors and managers with leadership skills.

UMB Mentoring:

From 2008 to 2013 we had 62 protégé’s, 40 were retained, and 11 out those 40 were promoted. Performed a five-year assessment of the program.

UMB eLearning:

Updated portal interface to Skillport 8 for enhanced capabilities and end user satisfaction. Required compliance courses such as Title IX and Sexual Harassment Awareness increased utilization. 

About 5,500 users accessed UMB eLearning; 2,151 hours of total training were logged.

Onboarding:

From July 2014 to February 2015, about 400 employees attended the onboarding sessions. 86 percent of employees felt satisfied with the orientation experience.

OED provided consulting, facilitation, and team building sessions at EHS and Parking & Transportation Services.

•    EHS team reported a very high satisfaction rate with results of intervention (four half-day meetings).

•    PTS reported high satisfaction rate with meetings in preparation for One Card launch (five meetings).

Career Track Development:

The HRS Competency work team identified 13 core competencies that can be mapped to UMB Core Values. Seven job families and 61 job descriptions were created or revised.

Problem: Incorporating competencies into career tracks is taking longer than expected due to the complexity and cost of the competency framework from Kornferry Lominger, as well as leadership changes at the AVP level. 

Professional Development:

Launch the Pillars of Excellence program, a comprehensive, campuswide professional and personal development program that will promote UMB’s core values while addressing the needs of faculty and staff.  

Leadership Development

Launch the HR 101 training for supervisors January 2016.

UMB Mentoring:

Update the UMB Mentoring program to include other mentoring modalities; such as, paired, peer, group, virtual, and onboarding.

Define 10 to 15 Core Competencies:

Write a proposal for grass roots development of a competency model.

Customer Satisfaction Survey:

Complete an initial baseline survey by the end of the calendar year (2016). Determine the scope of the survey.

Talent Development Strategy:

Finalize by December 2015.

Goal No. 2 
Provide a training and development website that is easily accessible, user-friendly, and all-inclusive.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

 

Training Repository

Phase 1 is almost complete. Created a website and populated the repository with existing course data from the environmental scan. Developed a template for adding courses to the repository, as well as instructions, FAQs, and a communications plan for roll out. Course managers were engaged in the development process.

Implement Phase 2: Launch the training repository website.

Select a Learning Management System and begin the implementation process.

Goal No. 3 
Create a culture that values continuing education and promotes internal advancement.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Nothing new to report for FY 2015. 

Accomplishing goals one and two will synergistically advance goal three.

Fundamental Element: Government & External Relations - FY 2015 Year-End Progress Report

Goal No. 1 
Identify, build, and strengthen the University’s relationships with elected and appointed officials at the federal level who will support achievement of the University’s mission.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Prepared and coordinated meetings for School of Pharmacy Dean Eddington at the Defense Health Agency to discuss TRICARE medication therapy management pilot program. One meeting was at DHA headquarters in Virginia while the second was on campus. DHA pilot program was approved in the federal FY15 omnibus legislation and was an item UMB had advocated for several years at both the congressional and agency levels.

Hosted two briefings on UMB’s community development initiatives and its work in West Baltimore with three members of Congress: Representatives Cummings, Sarbanes, and Ruppersberger.

Coordinated, in conjunction with a consortium of 13 academic institutions, a series of lobby visits to House and Senate Appropriations Committee staff as well as Maryland delegation staff to advocate for reconstructive transplant funding. Dr. Rolf Barth from the School of Medicine participated.

Coordinated and prepared a lobby day on Capitol Hill for Dean Eddington, University of Maryland Eastern Shore School of Pharmacy Interim Dean Cynthia Boyle, and Notre Dame University of Maryland School of Pharmacy Dean Anne Y.F. Lin to advocate for pharmacist provider status legislation.

Continue

Goal No. 2 
Continue building/enhancing relationships with state and local government officials.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

 

Briefed the Prince George’s County executive on a proposed health care delivery model pilot program for the county.

Coordinated meetings between UMB leadership and the Governor, the new Secretaries DHMH, DBED, Human Resources, and Public Safety and Correctional Services.

Coordinated MetroWest Advisory Committee and Working group with the City of Baltimore. 
Continue

Goal No. 3 
Raise visibility of University profile by providing expertise to federal, state, and local officials, and key collaborators.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Federal

Continue to highlight UMB’s achievements and expertise to members of Congress and their staff through a monthly newsletter titled “Federal Spotlight.”

Electronically updated Maryland delegation staff on UMB efforts on issues under congressional consideration such as cybersecurity, Ebola, and biomedical research.

Hosted policy briefing on Capitol Hill in May 2015 on the issue of cybersecurity and privacy.

Highlighted Center for Health and Homeland Security Director Michael Greenberger’s testimony in front of the U.S. Senate Foreign Relations Subcommittee on East Asia, the Pacific, and International Cybersecurity Policy.

Prepared Henriette Taylor, MSW, LGSW, from the University of Maryland School of Social Work to testify at U.S. Senate HELP Committee roundtable on the topic of reauthorizing No Child Left Behind.

Provided expertise and talking points to Sen. Cardin to help staff draft a letter in support of HRSA funding for preventive medicine residency programs. 

Provided expertise and information to Sen. Cardin’s office on the issue of Medicare audits in preparation for Senate Finance Committee hearing on the subject.

In conjunction with AMMC, prepared and coordinated an invitation to the School of Medicine’s Dr. Curt Civin to participate in a U.S. Senate HELP Committee roundtable to provide expertise on the topic of research and innovation.

In conjunction with AAMC, coordinated Dr. Perman’s participation as an expert panelist in a policy briefing on Capitol Hill on the topic of interprofessional education.

State Officials

Assisted UMB faculty and staff in testifying on over 40 pieces of legislation before the General Assembly.

Coordinated briefings to the General Assembly on MPower, the One Maryland Economic Development Tax Credit, a proposed Angel Investment Tax Credit Program, Technology Transfer issues, and support for Cigarette Restitution funding.

Facilitated briefings by UMB staff to the Augustine Commission.

Worked with the General Assembly on a request to the University of Maryland School of Medicine (UMSOM) to convene a workgroup that includes representatives from the Department of Health and Mental Hygiene, experts in uterine fibroids, and interested stakeholders to a study issues related to the incidence of uterine fibroids in Maryland.

Connected UM Carey School of Law with the Health Services Cost Review Commission to collaborate on a General Assembly workgroup to look at the cost and implications of defensive medicine.

Assisted in the development of a joint General Assembly/USM task force to study exemptions from higher education ethics requirements and procurement rules to facilitate technology transfer.

Continue

Fundamental Element: Information Technology - FY 2015 Year-End Progress Report

Goal No. 1 
Enhance Universitywide IT committee structure, infrastructure, and services in an appropriate and coordinated manner.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

Tactic 1:

Establish a committee structure to optimize Universitywide IT service delivery and plan for infrastructure utilization and growth.

  • A multistakeholder committee (UMB IT Stakeholder Committee) was approved by the Executive Cabinet, formed in February 2014 with representation from UMB schools, central units, CITS, and FPI. The first committee meeting was held in March 2014, and the committee met on a monthly basis. 
  • The UMB IT Stakeholder Committee is a mechanism for obtaining input from the University community regarding opportunities for enhancing the IT environment and evaluates and discusses the alignment of IT initiatives with Strategic Plan priorities.

The process during FY 2015 included:

  • Monthly in-person meetings supplemented by electronic collaboration (“Vibe”) to share documents and ideas;
  • Review of town hall feedback regarding IT from faculty and staff during the strategic planning process;
  • In-depth committee discussions regarding the IT needs of the campus and schools, faculty, staff and students;
  • Guided by Strategic Plan themes;
  • 7 major initiatives/projects identified;
  • Working groups were formed to rigorously define each initiative, scope, how to operationalize, and cost;
  • Reports from working groups circulated to committee;
  • Feedback from the committee, working groups documents refined, focused, and coordinated to insure consistency.

Tactic 2:

Identify and prioritize IT Initiatives and investments critical to the University’s missions.

  • The seven major projects identified and proposed as priority initiatives by the UMB IT Stakeholder Committee were submitted and presented to the Executive Cabinet on April 22, 2015.  The Executive Cabinet approved all seven initiatives as priorities to be implemented.  
  • The initiatives focus on the following seven areas: Communications infrastructure (MS Office 365); Federated Identity Management; Enhancing Financial Decision-Making and Reporting; Expanding Faculty Resources for Education Using Technology; Information Security; Computing Support Operations (Help Desk Ticketing System); and Data Management Policy and Plan.

The implementation of each of these initiatives is underway.

Tactic 1: Accomplished in FY15

The UMB IT Stakeholder Committee is continuing to meet on a quarterly basis and is continuing to identify and discuss IT needs evaluating the alignment of IT initiatives with the top Strategic Plan priorities.

Tactic 3:

Implement policies, standards, and initiatives for appropriate IT service delivery and cost management.

Expected advancements and accomplishments:

  • Work on implementing the approved IT Stakeholder Committee initiatives, and finish those targeted for completion in FY 2016.
  • Track and monitor each project to ensure successful completion of milestones, leading to full project completion.

Additional measures underway to assess progress:

Tactic 4:

Continuing to obtain feedback from key stakeholders in order to continuously evaluate and improve services and infrastructure.

 

Goal No. 2 
Promote an IT infrastructure that enables seamless delivery of IT services across the University in a cost-effective manner.

Progress to date / Problems & efforts to resolve

Anticipated progress through June 30, 2016

 

Tactic 1: Develop a common University-wide network that optimally interconnects the University community. 

Examples of progress:

  • Generated an inventory of network devices, types, models, age, and capability.
  • Developed and applied standards for the network, e.g., design, types of equipment, equipment configuration, capacity, and network management.
  • Plan was approved for building a redundant network connection in the 620 West Lexington St. building in order to keep the network operational if there was a disaster in Howard Hall. 

Tactic 2: Implement a hardware infrastructure that optimizes the use of servers and data storage resources.   

Example of progress:

  • Sharing computer room space and server infrastructure at the 300 West Lexington Computer Center. 
  • Sharing hardware infrastructure to provide primary and back-up data storage for researchers

Tactic 3: Support the UMID as well as IDs issued by the UM Medicine IT Network for authenticating to systems used by the University community.   

Examples of progress:

  • As of June 30, 2015, the UMID was used by 188 applications and systems; single sign-on via the UMID was available for 117 of the 188 applications and systems.
  • Started building a federated identity management environment which will support the use of the UMID or one presented by a UM Medicine IT Network (SOM, FPI, UMMS) entity to access systems and resources in this integrated environment.

Tactic 4: Expand support for a common communications infrastructure and systems throughout the University.  

Examples of progress :  

  • UMVibe: a common collaboration environment for document sharing, editing and online discussions.
  • Blackboard Collaborate: a common online learning platform that combines audio, video and web conferencing.
  • EduROAM: common University wireless network.
  • Web content management system infrastructure.     

Tactic 5: Strengthen the IT security program through the Affiliated Information Security Collaborative initiative and by implementing the Information Security Assessment Plan and activities.   

Examples of progress: 

  • The Affiliated Information Security Collaborative initiative has been underway and Information Security Working Group has been meeting on a regular basis.
  • Developed an inventory of information technology security tools and assets.
  • A process to evaluate the security posture of each entity represented in the collaborative was initiated and completed. 
  • Updated the IT security program and assessment plan.
  • Performed vulnerability scans of network subnets and servers.
  • Installed a forensic program on servers and computers to determine if they contain sensitive data.
  • Checked network and server/computer configurations and firewall rules to determine if they comply with security standards.
  • Communicated regularly regarding IT security news, policies, guidelines, rules, tips, etc. to the University community. 

Tactic 6: Coordinate IT Help Desks and computer support operations

Examples of progress: 

  • Developed an enterprise-wide IT Help Desk Working Group that discusses ways of enhancing services to the UMB community. 
  • Generated an inventory of IT Help Desk applications used across the University and FPI. 
  • Began planning and implementing a shared helpdesk ticketing application that will be available for use by FPI and the University Help Desks.
  • Computer security and administrative support policies were developed and implemented. 
  • Continue to maintain standards and upgrade network equipment to maintain an enterprise-wide network that optimally interconnects the University community and UM Medicine affiliated partners.
  • Complete the redundant fiber network connection and move redundant network equipment to the 620 W. Lexington St. building.
  • Continue to share computer room space and server infrastructure at the 300 W. Lexington St. Computing Center
  • Work on implementing Objective Two in the Data Management Plan and Strategy initiative, i.e., recommend and develop an infrastructure for storing, managing, and accessing research data.
  • Develop agreement(s) and relationship(s) with external infrastructure service providers that would help optimize the use of servers and data storage resources in a secure and cost-effective manner.
  • Continue the build-out of the federated identity management environment, which, when complete, will support the use of the UMID or one presented by a UM Medicine IT Network (SOM, FPI, UMMS) entity to access systems and resources in this integrated environment.
  • Plan and implement in phases, a migration to Microsoft Office 365 for Education, providing Office productivity applications, cloud-based email, document sharing/collaboration, web/video conferencing, and increased file storage for faculty and staff.
  • Complete the migration for UMB schools to the new web content management system.
  • Enhance the ability of IT providers to secure the network by identifying and implementing tools that will validate strengths and identify and remediate weaknesses. Continue to monitor systems and programs that contain sensitive data and document the security practices and infrastructure that are being used to protect the data. Continuously monitor for vulnerabilities, and proactively address those vulnerabilities to mitigate the risks.
  • Share information openly and work collaboratively with IT providers across the University and UM Medicine IT Network to share knowledge, resources, and, where possible, tools and licenses to maximize the security framework and minimize cost. 
  • The IT Help Desk Working Group continues to meet on a regular basis.
  • Complete the implementation of the shared helpdesk ticketing application so that one single application is available for use by FPI and the University helpdesks.
  • Develop additional computer support procedures, practices, and policies, as needed.

Past Updates

Feb. 21, 2013

The following document is a summary of funding that was approved in Fiscal Year 2013 for the themes and the fundamental elements of the 2011-2016 University of Maryland Strategic Plan Redefining Collaboration. The Executive Implementation Committee approved $1.25 million in one-time University expenditures related to the strategic plan and $1 million in recurring expenditures.

Each of the strategic plan themes and each of the fundamental elements are broken down into goals, with tactics created to achieve those goals. In all, 59 tactics were approved to move forward for Fiscal Year 2013. Of the 59, 44 are neutral, or were deemed no funds required, 10 tactics received one-time funding and eight tactics received recurring funding. Please do not think that the 44 tactics that did not require funding are not important. All the goals and tactics are an essential part of this overarching document that will direct our University for the next five years and shape it for the next 10. We look forward to the progress of these transformative initiatives in the years to come.

The administration would like to express its sincere thanks to all the implementation team members whose thoughtful recommendations were considered by the Executive Implementation Committee. Fiscal Year 2014 will see funding provided for additional goals and tactics. We hope you share our enthusiasm as the implementation phase of the strategic plan moves forward, and the themes and goals of our collaborative document move off the page into the schools, centers, and fabric of our evolving University.

Implementation Summary Report - FY 2013

Oct. 8, 2013

Work groups for each of the nine themes and four fundamental elements of the strategic plan provided annual updates through June 30, 2013. These “narratives” include each group’s goals, Fiscal Year 2013 progress, key challenges, and anticipated Fiscal Year 2014 outcomes. There are also overviews of each area’s tactics, milestones, funding, timeline, and more, called “dashboards.” Click to read these narratives and dashboards of each work group’s efforts.

Nov. 14, 2013

Strategic plan funding for Fiscal Year 2014 (July 1, 2013, through June 30, 2014) recently was approved with the Executive Implementation Committee (EIC) allotting $500,000 in one-time funds and $600,000 in recurring funds. When this $1.1 million is added to the $1 million in recurring funds that were part of the FY13 first round of funding, a total of $2.1 million is being invested into strategic plan initiatives this year.

The strategic plan includes 134 tactics — measurable steps meant to put the plan into action. In FY13, 61 tactics were selected to go forward, 15 of which received funding. In FY14, 19 new tactics were selected by the EIC to move forward. Of those, 12 required no funding. Four involved one-time funding, while five received recurring funding. Two of those tactics received both one-time and recurring funding. An overview of the FY14 tactics that were approved is available here.

Please do not think that the neutral tactics that did not require funding are not important. All of the themes, goals, and tactics are an essential part of this overarching document that will shape our University for the next decade.

Continue to check back often for progress updates.