UNIVERSITY OF MARYLAND BALTIMORE FOUNDATION INC

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.