Joseph Consoli

This annual performance report, prepared by the Department of Budget and Management for the Senate Budget and Taxation Committee and the House Appropriations Committee, details the State's progress toward achieving goals outlined in the Managing for Results (MFR) State Comprehensive Plan. The report reviews performance across six priority areas: Education, Economic Growth, Environment, Health and Safety Net, Public Safety, and Fiscally Responsible. It indicates that the majority of measures are demonstrating favorable or stable progress, with 76.5% showing positive or steady trends. The report also notes that the State Plan will be updated for the 2016 report.

This document outlines the strategic direction for the Department of Information Technology, aiming to provide vital technology solutions that enhance government services for Marylanders and lead the State in IT infrastructure and trends. Key strategic pillars include strengthening cybersecurity posture across State government; delivering efficient, high-quality, and accessible online services to agencies and the public; and ensuring efficient, high-quality IT services to State agencies with a focus on excellent customer satisfaction, reduced resolution times, and cost transparency. The plan sets specific goals, objectives, and performance measures, with estimated outcomes through 2027.

This document outlines the strategic direction for the State Retirement Agency, focusing on its mission to administer survivor, disability, and retirement benefits, ensuring sufficient assets are available when due. The agency's vision is to provide a fully-funded, affordable retirement system that guarantees adequate disability, survivor, and retirement benefits. Key strategic goals include prudently investing system assets to optimize long-term returns while controlling risk, and effectively communicating with plan participants to educate them on their defined benefit system.

This document outlines the Maryland Department of Aging's strategic direction to prepare for the growing older adult population, focusing on innovative approaches, multisector collaborations, and equitable resource access. Its vision is to transform systems so all older adults can lead healthy, financially secure, socially connected, and purposeful lives. Key goals include enabling older adults and those with disabilities to remain at home with a high quality of life through home and community-based services, preventing abuse and neglect, empowering older Marylanders to stay active and healthy, and providing mobility and reducing environmental waste through durable medical equipment programs.

This strategic plan outlines the Maryland Institute for Emergency Medical Services Systems' (MIEMSS) mission to optimize the statewide emergency medical services system by providing resources, leadership, and oversight to reduce preventable deaths, disability, and discomfort. Its vision is to be a recognized leader in providing high-quality patient care. Key goals include delivering systematic, high-quality medical care to individuals, maintaining trauma patient care performance above national norms with at least a 95 percent statistical level of confidence, and ensuring a well-functioning EMS system that transports at least 89 percent of seriously injured patients directly to designated trauma centers.