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.

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

Non-priority goal:

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

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)

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)

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.

• 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.

• 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.

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

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.

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.

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.

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

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

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

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

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.

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.

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.

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.

Nothing new to report for FY 2015. 

Accomplishing goals one and two will synergistically advance goal three.

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.

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.

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

Tactic 1:

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

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.

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.