UNIVERSITY OF MARYLAND BALTIMORE FOUNDATION INC

aka University of Maryland, Baltimore   |   Baltimore, MD   |  www.umaryland.edu

Mission

Opened in 1807, the University of Maryland, Baltimore is Maryland's public health, law, and human services university, dedicated to improve the human condition and serve the public good of Maryland and society at-large through education, research, clinical care, and service. The University of Maryland Baltimore Foundation (UMBF) promotes UMB through advocacy and the enlisting of financial support and manages and invests gifts and property for the benefit of UMB.

Ruling year info

1999

President

Bruce Jarrell M.D.

Main address

220 Arch St. 13th Floor

Baltimore, MD 21201 USA

Show more addresses

EIN

31-1678679

NTEE code info

Higher Education Institutions (B40)

Fund Raising and/or Fund Distribution (E12)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

MISSION: To improve the human condition and serve the public good of Maryland and society at-large through education, research, clinical care, and service.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Excellence in Education

NATIONAL RANKINGS
--Dentistry 7th NIH Funding (Publics) FY 2018
--Medicine 8th Total Grants and Research Expenditures (Publics) AAMC FY 2018
--Law Three specialties in top 10 in U.S. News & World Report, with Evening Program 4th, Health Law 6th, and Clinical Training 7th
--Nursing 6th U.S. News & World Report. Four specialties in top 10 with Nursing Informatics at No. 1
--Pharmacy 9th U.S. News & World Report
--Social Work 17th U.S. News & World Report

Population(s) Served

• Students, faculty, and staff contribute more than 2 million hours of service annually to citizens throughout Maryland, providing programming that improves health and wellness, advances justice, promotes economic development, and strengthens families and communities.
• The UMB Community Engagement Center, adjacent to campus, provides direct health, employment, legal, and social services to West Baltimore residents, and works with them on neighborhood-strengthening projects.
• UMB CURE Scholars is a long-term mentoring program designed to excite West Baltimore middle and high school students about science and begin preparing them for rewarding careers in research and health care.
• The UM School of Social Work operates Promise Heights, a network of partnerships and services intended to stabilize and strengthen families in a high-need West Baltimore neighborhood and help children succeed in school.
• The Partnership With West Baltimore is a collaboration between UMB and the University of Maryland Medical Center designed to improve population health, stimulate economic and community development, boost academic achievement, and nurture community connections.

Population(s) Served

School of Medicine
• Attending physicians at the University of Maryland Medical Center are faculty members of the School of Medicine (SOM).
• Research funding in FY19 totaled $542.1 million, the highest total ever. Also this year, SOM received its largest research contract to date — $200 million — to develop and test a universal vaccine for influenza.
• SOM now has recruited 20 top scientists, adding $60 million in total research funding as part of the school’s STRAP (Special Trans-disciplinary Recruitment Award Program) initiative, including Christine Lau, MD, MBA, who becomes the first woman in SOM’s history to chair the school’s Department of Surgery.

School of Dentistry
• Only dental school in Maryland and the largest provider
of oral health services to Medicaid children/HIV patients
• More than 23,000 patients and 95,000 patient
visits per year
• Founded in 1840, it is the world’s first dental college.

Maryland Carey School of Law
• Each year 150 Carey Law students provide nearly
75,000 hours of free legal services through 17 legal
clinics, making the Clinical Law Program one of the
region’s largest public interest law firms.
Nursing
• The nurse’s clinic at Paul’s Place, a community outreach center in Southwest Baltimore, provided 460 intensive clinical case management visits to patients in FY19. As a result, the clinic — run by assistant professor Kelly Doran, PhD ’11, MS ’08, RN — was able to divert 77 percent of non-emergent cases to an appropriate non-emergent care facility. The clinic serves as a clinical placement for nursing, medical, and social work students at UMB.

School of Pharmacy
• In 2018, the Maryland Poison Center received 39,360 calls.
• Faculty and staff provide clinical service to approximately 40,000 patients each year in more than 30 practice settings in specialties such as community pharmacy, cardiology, oncology, pediatrics, HIV/AIDS, mental health, diabetes, geriatrics, and palliative care.

School of Social Work
• More than 800 social work students provide over 500,000 hours of care to Maryland citizens annually.

Population(s) Served

Where we work

Accreditations

Middle States Association of Colleges and Schools 2016

Awards

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of students enrolled

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

87% Professional/Graduate students, 13% Undergraduate students

Number of grants and research funding awarded to the institution

This metric is no longer tracked.
Totals By Year
Population(s) Served

No target populations selected

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

2019 Yield = $1,361,988 research dollars per core faculty.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

VISION
The University will excel as a pre-eminent institution in its missions to educate professionals, conduct research that addresses real-world issues affecting the human condition, provide excellent clinical care and practice, and serve the public with dedication to improve health, justice, and the public good. The University will become a dominant economic leader of the region through innovation, entrepreneurship, philanthropy, and interdisciplinary and interprofessional teamwork.

The University will extend its reach with hallmark local and global initiatives that positively transform lives and our economy. The University will be a beacon to the world as an environment for learning and discovery that is rich in diversity and inclusion.

Seven CORE VALUES guide the University in the pursuit of its goals:
Accountability
Excellence
Civility
Knowledge
Collaboration
Leadership
Diversity

A detailed institution-wide Strategic Plan can be found at:
www.umaryland.edu/about-umb/strategic-plan/

Health, Justice, and Social Impact
Deepen and expand local and global engagement by providing health, legal, and social work programs and engaging in research to promote social justice and improve health.

Research and Scholarship
Harness the power of research and scholarship to deepen understanding of systems, institutions, and basic and translational sciences in the search for solutions to complex problems impacting individuals, families, and communities.

Student Success
Design contemporary teaching and learning environments that are accessible and affordable to prepare students to be exemplary professionals and leaders in society.

Inclusive Excellence
Foster an environment that recognizes and values each member of the UMB community, enabling members to function at their highest potential to achieve their personal and professional goals.

Partnership and Collaboration
Collaborate internally and externally to provide impactful education, services, and expertise to benefit Maryland and society at large.

Efficiency, Effectiveness, and Assessment
Incentivize efficiency, effectiveness, and evaluation to make more responsible and impactful use of UMB’s resources.

The University of Maryland, Baltimore (UMB), has completed its third year implementing the FY2017-2021 Strategic Plan (the “Plan”). This assessment covers the reporting period of July 1, 2018, through June 30, 2019.

The Plan, as completed, consisted of six themes and 28 strategic outcomes and was approved in July 2016. Each unit (school and VP-led) was required to create or align its unit plan with the campus’ comprehensive strategic plan, which alignment activity was completed on or before June 30, 2017.

All requests for progress updates required each unit to provide a completion status for each SMART goal by selecting one of six possible options and providing a statement of progress. The Plan utilizes a continuous framework allowing units to modify goals as needed in response to environmental changes. As such, in keeping with the concept that the UMB Plan is a living one, a few units added new SMART goals with the condition that the goal can be progressed significantly by June 30, 2021. Note that some units also updated existing SMART goals to clarify language or goal intention. Moreover, a previously stated goal could be cancelled with a valid explanation.

The University of Maryland, Baltimore (UMB), has completed its third year implementing the FY2017-2021 Strategic Plan (the “Plan”). This assessment covers the reporting period of July 1, 2018, through June 30, 2019. In summary, the third reporting process has been a successful one. Approximately 75% of the goals in the Plan are significantly underway, nearing completion, or completed. Moreover, several units are actively managing the Plan.

The Plan, as completed, consisted of six themes and 28 strategic outcomes and was approved in July 2016. Each unit (school and VP-led) was required to create or align its unit plan with the campus’ comprehensive strategic plan, which alignment activity was completed on or before June 30, 2017. All requests for progress updates required each unit to provide a completion status for each SMART goal by selecting one of six possible options and providing a statement of progress.

In reviewing the progress for the current reporting cycle, the evidence suggests that several units are engaging more effectively managing performance with a “plan, do, check, and adjust (PDCA)” assessment process to foster unit continuous improvement. For example, in the Academic Affairs unit, the Health Sciences and Human Services Library revised its plan to combine related strategic SMART goals and reduce some activities previously promoted as a strategic goal to a tactic under a more comprehensive objective.

The changes reduced the number of goals from 40 to 32; the HS/HSL also set all of its SMART goals to expire on June 30, 2021, the Plan’s scheduled end date. After evaluating the data for this reporting cycle, the following snapshots of progress are listed below:

+The current plan consists of 306 goals with varying completion status distributed across sixthemes and 28 strategic objectives, up from the 303 goals in the previous reporting period;
+The seven academic units account for 129 or ~42% of all goals; similarly, the eight VP-ledunits account for 177 or 58% of all Plan goals.
+293 goals of 306 are in progress. The status of all goals in the Plan are as follows below:
+84 (28%) of the SMART goals are completed (100%)
+The academic units account for 33 (40%) of the achieved goals
+VP-led units account for 51 (60%) of the achieved goals
+140 (46%) of all goals are significant progress to nearing completion (i.e., 50% -99%)
+The academic units account for 55 (39%) of these goals
+The VP-led units account for 85 (61%) of these goals
+69 (22%) of all goals are preliminarily underway to substantially underway (i.e., 1% -49%)
+The academic units account for 39 (57%) of these goals
+The VP-led units account for 30 (43%) of these goals
+6 (2%) of the goals have not started (i.e., 0%)
+7 (2%) of the goals have been cancelled.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.),

  • How is your organization using feedback from the people you serve?

    To inform the development of new programs/projects,

  • With whom is the organization sharing feedback?

    Our staff,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback,

Financials

UNIVERSITY OF MARYLAND BALTIMORE FOUNDATION INC
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
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  • Compare nonprofit financials to similar organizations

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UNIVERSITY OF MARYLAND BALTIMORE FOUNDATION INC

Board of directors
as of 10/30/2020
SOURCE: Self-reported by organization
Board co-chair

Dr. Harry Knipp

Trustee


Board co-chair

Dr. Ellen Yankellow

Harold Chappelear

UPM Pharmaceuticals, Inc.

Harry Knipp

Advanced Radiology, P.A.

Anthony Ashton

Baxter, Baker, Sidle Conn & Jones

Marco Chacon

University of Maryland

Charles Cole

Retired

Steve Dubin

SDA Ventures, LLC

Tisha Edwards

BridgeEDU

Nabil Emad

Dentist

Jennifer Estabrook

Fila North America

Patricia Florestano

Retired

Carolyn Frenkil

City Center, Inc.

Barry Garber

Alex Brown

Brian Gibbons

Greenberg Gibbons Commercial

Mary Gregory

Brown Advisory

Randy Hall

Retired

Joseph Hardiman

Retired

Jeffrey Johnson

JIJ Communications

James Kennedy

Retired

Todd Parchman

Parchman Vaughn & Company

Edward Perl

Carroll Pediatric Center

Theo Rodgers

A & R Development Corp.

Alan Silverstone

Consultant

Frederick Smith

Sinclair Broadcast Group

Michael Stankus

Hertzbach & Company

C. Struever

Cross Street Partner, LLC

Richard Taylor

Taylor Medical Group

John Weiss

BioTechnical Institute of Maryland, LLC

Ellen Yankellow

Correct Rx Pharmacy Services, Inc.

Mouna Aissaoui

Pete Buzy

Scott Canuel

Charles Chen

Luke Cooper

Alvin Katz

Ray Lewis

Aris Melissaratos

Samantha Mellerson

Mike Muldowney

Bill Niland

Frank Palmer

Malinda Peeples

Nneka Rimmer

Theo Rodgers

Mei Xu

Frederick Smith

DDS

Damien Myers

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? No

Organizational demographics

SOURCE: Self-reported; last updated 10/30/2020

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male, Not transgender (cisgender)
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data