University of Maryland, Procurement and Supply Dept.

The University of Maryland's Grand Challenges program, a $30 million initiative, aims to accelerate solutions to complex global issues. It supports bold, innovative, and interdisciplinary approaches focused on addressing critical challenges such as climate change for a sustainable Earth, literacy and equity, and global food, energy, and water security. The program seeks to engage undergraduate and graduate students, community members, and other stakeholders in implementing evidence-based strategies to achieve a tangible impact in the state, nation, and world.

The University of Maryland's Barry and Mary Gossett Center for Academic and Personal Excellence outlines a comprehensive strategy to support student-athletes. This initiative, funded by a significant legacy gift, provides personalized guidance for academic rigor, leadership development, and career transition, structured into three stages: 'the path,' 'the bridge,' and 'the horizon.' The plan aims to foster success from campus entry through graduation and into professional life, offering mentorships, networking, and real-world experience to equip alumni.

This address by Dr. Jen Golbeck discusses the societal impact of artificial intelligence, focusing on challenges related to bias, privacy, and information literacy. It highlights how AI can perpetuate discrimination and compromise personal data, using examples like recidivism algorithms and medical referrals. The speech advocates for a collaborative, multidisciplinary effort to develop AI responsibly and mitigate its potential negative consequences, ensuring its ethical and effective use.

This report from the University of Maryland, College Park Campus, outlines a revitalization of academic planning, evaluation, and resource allocation processes. Key recommendations include developing a clear campus mission statement, establishing long-range planning led by the Vice Chancellor for Academic Affairs, forming an Academic Planning Advisory Committee to review and prioritize academic programs and resources, integrating periodic program reviews into the planning framework, and empowering departments to set goals aligned with the campus mission. The overall goal is to foster growth in academic quality and ensure responsible management of resources.

The key discussion centers on the inclusion of staff representation on the Academic Planning Advisory Committee (APAC). The President accepted the Campus Senate's recommendation to amend the APAC document to allow a staff member to serve. Actions taken by the Campus Senate on May 6, 1993, included adopting a resolution for staff representation on APAC, as well as resolutions concerning the Code of Academic Integrity, securing written excuses from the Health Center, revisions to faculty termination policy during financial emergency, a department name change, establishing a Bachelor of Arts Degree in Women's Studies, differential housing costs, Athletic Council Membership Selection, and the reactivation of the Campus Parking Advisory Committee. Various related communications addressed defining 'staff' for representation purposes, following the Mercer Study.