November 6, 2014 - Meharry Medical CollegeMarch 2014 A Campuswide Strategic Planning Retreat was...

November 6, 2014

M-PACT 2.0: Meharry’s Plan for Action 2014-2016

M-PACT 2.0: Meharry’s Plan for Action 2014-2016 is a continuation of M-PACT: Meharry’s Plan for Action 2009-2014. M-PACT 2.0 is a two-year strategic plan that is designed to serve two purposes: (1) to carry forward goals and objectives first identified in M-PACT that continue to be strategically important and (2) to address emerging issues and priorities during the tenure of A. Cherrie, Epps, Ph.D, as President and Chief Executive Officer of Meharry Medical College.

PLANNING PROCESS

Development of M-PACT 2.0 began in October 2013 with the intent of having a strategic plan in place before M-PACT 2009-2014 expired at the end of June 2014. The mandate from President Epps was to develop an interim strategic plan that met three criteria-- the goals and objectives must be strategic, financially feasible, and doable within the two year window of her projected tenure as president and CEO. The ensuing strategic plan would carry forward the College’s mission, vision, and values statements as well as the strategic pathways that were adopted for M-PACT 2009-2014. Over the next 11 months, the M-PACT Strategic Planning Task Force, members of existing M-PACT Work Groups, additional faculty, staff, and students, the Executive Management Team, and the Meharry Board of Trustees contributed to developing and refining M-PACT 2.0: Meharry’s Plan for Action 2014-2016. Following are key strategic planning activities.

October 2013: A meeting of the M-PACT Strategic Planning Task Force was convened. Members were asked to identify and recommend goals and objectives in the existing strategic plan that were still important and should carry over to a new strategic plan.

November 2013 The Task Force recommendations were presented to Dr. Epps.

December 2013 A consultant was engaged to help facilitate the development of a strategic plan that would serve as a framework for the College’s activities, management, and allocation of fiscal resources.

M-PACT! 1

February 2014 Pre-Retreat planning sessions were held in February and March with the Executive Management Team (EMT) to identify top priorities for the next two years. M-PACT 2009-2014 success stories were identified. A Guiding Vision for 2014-2016 was developed.

March 2014 A Campuswide Strategic Planning Retreat was held on March 26, 2014. During the retreat, faculty, staff, and administrators participated in strategic pathway work groups to formulate recommendation for the new strategic plan. Members of the respective groups were asked to recommend carry over goals and/or new goals for the two-year timeframe.

April 2014 Recommended goals for the new strategic plan were shared with members of the Board of Trustees during a special meeting. Trustees discussed the proposed goals with members of the EMT and made recommendations for additional refinement of the goal statements.

All pathway work groups met to refine goals that were recommended during the Strategic Planning Retreat and to develop objectives, outcome measures, resource needs, and responsible units or persons. A special session with students was held to obtain their input and perspective on institutional needs and priorities during the next two years.

The preliminary strategic plan developed by the pathway work groups was presented to the Executive Management Team. The EMT began the process of evaluating the recommended goals and objectives in terms of strategic value, financial feasibility, and likelihood of being accomplished during the 24 month period.

An official name for the strategic plan, M-PACT 2.0: Meharry’s Plan for Action 2014-2016, was adopted by the EMT.

May 2014 The preliminary draft of M-PACT 2.0 was shared with Trustees during their May meeting. The Board approved proceeding with further development of M-PACT 2.0.

July-September, 2014 During its biweekly meetings, the EMT examined each of the goals, objectives, outcome measures, resource needs, completion dates, and responsible persons listed for each strategic pathway. Additional meetings were held with members of the EMT, pathway work group leaders, and members of the work groups to obtain additional information concerning intent of a recommended goal or

M-PACT! 2

objective and projected resource needs. The strategic plan document was updated biweekly to reflect the recommended revisions and additional information.

September 2014 The EMT approved M-PACT 2.0: Meharry’s Plan for Action 2014-2016 for presentation to the Board of Trustees.

October 2014 The Board of Trustees approved the implementation of M-PACT 2.0 during its October meeting.

Meharry Medical College Mission Statement

Meharry Medical College is an academic health sciences center that exists to improve the health and health care of minority and underserved communities by offering excellent education and training programs in the health sciences. True to its heritage, Meharry places special emphasis on providing opportunities for people of color, individuals from disadvantaged backgrounds, and others regardless of race or ethnicity; delivering high quality health services; and conducting research that fosters the elimination of health disparities.

Vision Statement

To enhance our national reputation and expand our global reach as a quality-driven academic health center noted for its:

• Leadership in diversifying the nation's health professions work force;

• Highly effective and innovative educational and training programs;

• Enlightened health policy development and culturally-sensitive, evidence-based health services; and

• Preeminence in focused research that leads to the elimination of health disparities.

Core Values

• Excellence: consistently achieving outstanding levels of performance while upholding the highest standards of ethical behavior, intellectual honesty, and professional conduct.

M-PACT! 3

• Service: maintaining a nurturing and service-oriented environment that exceeds expectations and treats all people with compassion, dignity, and respect.

• Accountability: accepting individual and collective responsibility for preserving and effectively managing the resources of the College.

• Teamwork: encouraging, supporting and valuing the collaborative efforts of faculty, staff, and students to advance the quality of education, research, and patient care.

• Innovation: promoting creativity and the development of ideas that stimulate improvements in our intellectual and operational endeavors.

• Diversity: fostering ethnic, intellectual, social, and cultural diversity.

• Community-focused: demonstrating our concern for the health care needs of underserved communities and advocating for local, state, and national health and public policies directed at improving the status of health of all individuals.

Guiding Vision: 2014-2016

Meharry envisions itself as an

Academic health sciences center where excellence is the norm not the goal.

We are a distinctive institution where the organizational culture is oriented toward excellence that is delivered through:

• Accountability to optimal performance, to our stakeholders and many communities, and to each other

• Financial health that promotes growth and independence

• Nurturing and supporting students as they become leaders in their respective fields

• Development of Meharry’s key assets, its faculty and staff

M-PACT! 4

• Innovation that is generated by an openness to thinking differently and not being afraid to take risks

• Communication with intentionality both internally and externally

• Performance excellence that is stimulated and recognized • Leadership and collaboration with trust and transparency to solve the most difficult challenges

M-PACT! 5

November 6, 2014

M-PACT! 1

Strategic Pathway I: Educational Excellence We will provide an enriching environment, which assures and sustains academic excellence and professional competency in all academic programs, by enhancing and strengthening the quality of our instructional programs, incrementally growing the size of existing programs, and adding new graduate degree programs.

Goal Measurable Objectives Outcome Measures Responsible Unit/Person

Completion Date

Goal 1 Improve student performance on standardized and/or licensure examinations and on-time graduation rates in all schools.

Achieve/maintain >90% first time pass rate on USMLE Steps 1 and 2 by 2016.

First time pass rate greater than 90% on Step 1 and greater than 90% on Step 2 (CK)

Deans, AVP Student Academic Support

June 2016 (FY16)

Achieve/maintain >85% first time pass rate on NBDE Parts 1 and 2 by 2016.

First time pass rate greater than 85% on Part 1 and greater than 85% on Part 2

October 2015 (FY16)

Achieve/maintain SOM graduation rate of >80% of an entering cohort graduated in four years and 90% of an entering cohort graduated in five years.

>80% of cohort graduated in four years and 90% of cohort graduated in five years

* Contingent on availability of funds; Bold type=Year 1 (FY15) Completion Date

M-PACT! 2

Strategic Pathway I: Educational Excellence

Goal Objectives Outcome Measures Responsible Unit/Person

Completion Date

Achieve/maintain SOD on-time graduation rate of >80% of an entering cohort graduated in four years and 90% of an entering cohort graduated in five years

>80% of cohort graduated in four years and 90% of cohort graduated in five years

Deans June 2016 (FY16)

Achieve/maintain SOGSR on-time graduation rate of 80% of an entering PHD cohort graduated in six years; >95% of MSPH students in two years; >90% for MHS in one year by 2016.

On-time MSPH and PHD graduation rate greater than 80% in six years for PHD program; >90% for MSPH in two years; >90% for MHS in one year.

Goal 2 Enhance educational quality by improving teaching skills of faculty.

Nominate/recruit 3 junior faculty for participation in mini-sabbatical program annually

3 junior faculty complete mini-sabbaticals each year


June 2016 (FY16)


M-PACT! 3



Completion Date

Goal 3 Optimally expand and enhance undergraduate medical and graduate medical education, advanced dental, and master’s level education programs.

Foster new partnerships to enhance student clinical experiences in the School of Dentistry

2 new partnership/affiliation agreements executed

SOD Dean June 2016 (FY16)

Increase enrollment in SOD General Practice Residency Program from 8 per year to 10 per year in 2 years

Enrollment in GPR increased by 2

June 2016 (FY16)

Increase clinical volume at MMG by 10% to enhance SOM student and resident learning experiences

10% increase in average monthly outpatient and inpatient census

SOM Dean June 2016 (FY16)

Establish physician’s assistant program in SOGSR by 2017

Hire program director SOGSR Dean

January 2015 (FY15) June 2016 (FY16)

Hire program staff person January 2015 (FY15) June 2016 (FY16)

Hire 2 faculty in Year 2

June 2016 (FY16)


M-PACT! 4



Completion Date

Prepare application to accrediting body to start a pediatric residency program

Submission of application to start a pediatric residency program

Dean SOM January 2016 (FY16)

Develop partnerships with other inpatient pediatric facilities

Goal 4 Develop and implement inter-professional education and training for medical, dental, and graduate students.

Present 3 joint grand rounds per year for students in all degree programs

3 grand rounds presented each year


50% of students completing a post grand rounds survey indicate their competency in inter-professional education and training has improved exam scores

Secure grant funding to establish a DDS/MSPH program by 2016

DDS/MSPH program and curriculum developed

SOD Dean June 2016 (FY16)

Submission of grant for external funding for the program 2 students enrolled in program annually


M-PACT! 5



Completion Date

Goal 5 Provide technological support to faculty.

Create SOD computerized testing center

75 station computer center established by 2016

Dean SOD December 2014 (FY15)

Increase the number of SOD course examinations administered by computer

25% of all course exams administered by computer by August 2016; 50% by June 2017; 100% by August 2017

Establish a writing collaborative for graduate students in CEDS

50% of PHD participants will publish more than 1 manuscript before graduation;

AVP Student Academic Support, Dean SOGSR

December 2014 (FY15)

90% of participating MSPH and PHD students will produce a thesis/dissertation for on-time graduation

Convert SOM clinical course registration from manual to online process

100% of SOM clinical course registration completed online

SOM Dean, AVP OIT


Convert SOM basic sciences course registration from manual to online process

100% of SOM basic sciences course registration completed online

SOM Dean, AVP OIT



M-PACT! 6



Completion Date

Goal 6 Expand medical and dental clinical affiliations to enhance the educational experiences.

Increase the number of clinical affiliation agreements

4 new clinical affiliations SOM Dean, SOD Dean

July 2015 (FY16)

Conduct needs assessment for establishing a virtual classroom

Needs assessment with recommendations completed

Deans, SVP Student &Faculty Affairs


Establish a virtual classroom

Virtual classroom operational and available for all clinical affiliation sites


Hire full-time virtual classroom manager

Goal 7 Recruit and retain a diverse population of high performing students to support MMC’s mission

Increase recruitment visits to HBCU, minority serving institutions, and STEM programs by 25%

Number of recruitment visits increased by 25% over two years

Deans, SVP Student and Faculty Affairs, SVP Marketing & Communications

June 2016 (FY16)

Number/% of URM students enrolled in all schools

Deans, SVP Student and Faculty Affairs

Increase the financial support and scholarships available for targeted high performing students

Scholarships awarded to 10% of first year class for one year (50% of tuition)

Deans, SVP Student and Faculty Affairs

June 2016 (FY16)

Increase in the number of scholarships awarded to high performing students


M-PACT! 7

Strategic Pathway II: Faculty Recruitment, Retention, and Development We will attract and sustain a cadre of committed and productive faculty who exemplify the highest standards of personal ethics and professional excellence in teaching, research, patient care, and community service.


Completion Date

Goal 1 Establish a faculty succession plan

Complete an audit of demographics and teaching responsibilities of faculty in all schools.

Succession plan for teaching and research faculty developed and presented for approval by EMT


Identify the disciplines where there are few or no faculty with needed teaching or research expertise. Review and assess applicability of succession plans of at least 12 schools that are comparable in size to Meharry

Goal 2 Recruitment and retention of faculty

Recruit faculty for all schools in the disciplines where expertise is lacking

New faculty hired to fill identified needs: SOM: 7 new faculty** SOD: 10 new FTE SOGSR: 1 new faculty ** cross reference with positions in Clinical Excellence and Research Excellence



M-PACT! 8

Strategic Pathway III: Faculty Recruitment, Retention, and Development

Goal Objectives Outcome Measures Responsible

Unit/Person Completion

Date Streamline process for

hiring faculty New faculty hired within 60 days of recruitment; reduced from 60 days to 45 days in second year

Deans, Finance June 2015 (FY15) June 2016 (FY2016)

Establish a formal mentoring program for junior faculty.

Established mentoring program for junior faculty


June 2015 (FY15)

3 mentoring pairs established per school 2 faculty development activities sponsored for each junior faculty in mentoring program


M-PACT! 9

Strategic Pathway III: Clinical Excellence We will diversify and expand our clinical enterprise by maintaining our primary care focus and targeting selected specialty areas that meet the community’s needs.


Completion Date

Goal 1 Work with Nashville General Hospital to stabilize patient services

Work with NGH leadership to establish standardized guidelines and policies for improving access to care

Outcomes of quarterly reports from NGH maintained or improved above the norm

SOM Dean & SVP Health Services

June 2016 (FY16)

Work with NGH leadership to establish new operational guidelines to restructure hospital services

Executed PSA SOM Dean & SVP Health Services, General Counsel

November 2014 (FY15)

Establish a standardized Out-Patient Satisfaction Survey for use by MMG and NGH.

Written evaluation of existing systems and documents used by NGH and MMG

SOM Dean & SVP Health Services

July 2015 (FY16)

NGH-MMC Standardized Patient Satisfaction Survey developed

Goal 2 Total Health Clinic becomes fully operational

Expand services available (i.e. OB, Pediatrics, Dermatology) and strategic partnerships

Revenue goal for 2015: $405,000; Income goal $2,000; increase in patient volume

SOM Dean & SVP Health Services, SOD Dean, SVP Marketing and Communication

June 2016 (FY16)


M-PACT! 10

Strategic Pathway III: Clinical Excellence


Completion Date

Goal 3 Engage in a feasibility study with Tennessee Telehealth Network to expand the telemedicine program

Explore opportunities for telehealth through the School of Dentistry with Tennessee Dental/Delta Dental, Tennessee Department of Corrections, and Tennessee Telehealth Network

2 telehealth opportunities identified and implemented for the School of Dentistry

SOD Dean July 2015 (FY16)

10% Increase in telemedicine services to the Tennessee Prison System by adding dental specialty services

Goal 4 Become JAHCO certified

Reestablish the Quality Assurance Committee for MMG clinics

Increased reimbursement from patient care contracts

SVP Health Services

June 2015 (FY15)

Goal 5 Expand medical and dental clinical affiliations to enhance the educational experiences. (Cross references with Educational Excellence Goal 6)

Increase the number of clinical affiliation agreements

4 new clinical affiliations SOM Dean, SOD Dean

July 2015 (FY16)

Conduct needs assessment for establishing a virtual classroom

Needs assessment with recommendations completed

Deans, SVP Student &Faculty Affairs


M-PACT! 11

Strategic Pathway III: Clinical Excellence


Completion Date

Establish a virtual classroom

Virtual classroom operational and available for all clinical affiliation sites


Hire full-time virtual classroom manager


M-PACT! 12

Strategic Pathway IV: Research Excellence We will capitalize on our research strengths and elevate the competitive quality and quantity of basic, clinical, translational, and community-based research to achieve a reduction in health disparities.


Completion Date

Goal 1 Hire research faculty who have funded projects in endowed research areas (medical oncology; cancer biology; cell, molecular and developmental biology; reproductive biology; oral biology; brain and behavior)

Hire 2 funded researchers for targeted areas

1 researcher hired in FY15

SOM Dean, VP Research

June 2015 (FY15)

June 2016 (FY16) 1 researcher hired in FY16

Goal 2 Hire directors for existing research centers

Hire 3 center directors 2 center directors hired FY15

Dean SOM July 2015 (FY15)

1 center director hired FY16 June 2016 (FY16)

Goal 3 Fully implement or adjust the incentive policy for research

Implement policy requirements to annually review research programs and modify incentive benchmarks as needed

Annual research program review



# incentives awarded December 2015 (FY16)

# of grants submitted or resubmitted for funding # of grants funded


M-PACT! 13

Strategic Pathway IV: Research Excellence


Completion Date

Develop infrastructure to support the pre-review process using the Grants Development office within the Office for Research

# of submitted pre-reviewed grant applications that receive a score


June 2015 (FY15)

# of scored pre-reviewed grant applications funded

Ameliorate loss of federal grants by maintaining investigator funding within 50% of its current level

50% of current investigator funding maintained

June 2016 (FY16)

Maintain infrastructure funding within 90% of its current level

90% of current level of infrastructure funding maintained

Increase the number of new (year -01) R01, R21, SC1, and SC2 grants by 50% (2 to 3/fiscal year)

Number of new R01/R21/SC1/SC2 grants funded /year

Increase research mentoring at departmental level.

Number of junior investigators who meet regularly with a “Blue Sky” mentoring team.


June 2015 (FY15)


M-PACT! 14

Strategic Pathway IV: Research Excellence


Completion Date

Goal 4 Increase industry and foundation grants

Increase industry and foundation grants by 20% (currently 9 industry and 0 foundation grants).

Increase # industry grants from 9 to 11

SOM Dean, SOGSR Dean; SVP Institutional Advancement;

June 2016 (FY16)

Increase # of foundation grants from 0 to two

Establish Participant and clinical interaction resource (PCIR) course on how to conduct a clinical trial.

# Faculty, residents taking PCIR course per year

Increase contacts with Medical Science Liaison (MSL) for pharmacy industry.

# of contacts made # of proposals written # of proposals awarded

Goal 5 Increase research funding

Increase number of research grants by 30% by 2015 and 60% by 2016

# of research grants SOM Dean, VP Research

June 2016 (FY16)


M-PACT! 15

Strategic Pathway V: Operational Excellence Operating as one Meharry, we will strengthen MMC’s organizational structure, processes, and culture to ensure the highest standards of performance, responsiveness, and accountability.


Completion Date

Goal 1 Develop institutional data management guidelines for collecting consistent/accurate information for internal and external reporting

Inventory external and external data reporting requirements for all administrative and academic units

Completion of the inventory/survey by 85% of administrative/ academic units

SVP Student & Faculty Affairs


Create a profile/data management guideline that encompasses all requirements for internal and external data reporting

Profile document completed

SVP Student & Faculty Affairs, SVP Finance

June 2015 (FY15)

Develop communication and training program for internal users of data management guidelines

100% of administrative units using the profile will be trained

SVP Marketing/ Communication SVP General Counsel


Input 100% of 2013/14 – 2017/18 USMLE Steps 1 & 2, NBDE Parts I & II, and Subject Board Scores into Student Tracking System managed by Office of Institutional Research.

Five-year trend data to be presented to Medical and Dental School Deans.

SOM Dean, SOD Dean, SVP Student & Faculty Affairs

March 30 and September 30 of each year (FY15-FY16)


M-PACT! 16

Strategic Pathway V: Operational Excellence


Completion Date

Goal 2 Support human capital through an enhanced training, goal setting, and performance assessment process

Develop a robust, paperless evaluation tool for faculty, staff, and union employees

Paperless (computerized) evaluation tool developed for all (100%) job classifications

SVP Finance, AVP Human Resources


Explore software requirements for managing the completion, analysis, and storage of employee evaluations

Increase the number of completed employee evaluations by 20%



Assess and update job descriptions and compensation for all positions

50% of job descriptions and compensation updated


June 2015 (FY15)

100% of job descriptions and compensation updated

June 2016 (FY16)

Identify developmental needs and training objectives for employees

Training plan developed SVP Finance, AVP Human Resources

June 2016 (FY16)

Increase percentage of employees participating in mandatory training by 10% annually

70% of employees complete mandatory training annually

SVP Finance, SVP General Counsel

June 2016 (FY16)

Goal 3 Create greater operational efficiency by automating selected processes

Implement the conversion of 3 institutional processes from manual to fully automated

100% conversion of 3 institutional processes (online registration, contract routing, and travel management)

SVP Finance June 2016 (FY16)


M-PACT! 17

Strategic Pathway V: Operational Excellence

Goal Measurable Objectives Outcome Measures Responsible

Unit/Person Completion Date

Goal 4 Enhance efforts to provide a diverse and humanistic work environment for faculty, staff, and students

Annual survey and analysis of workplace climate and overall satisfaction

85% of respondents satisfied or very satisfied with the work environment


June 2015 (FY 15)

June 2016 (FY16)

Institute an annual campus wide “Diversity Day” event

Evidence of planned and executed event (minutes, advertisements, programs, etc.)

SVP Finance, AVP Human Resources, SVP Student and Faculty Affairs

June 2016 (FY16)

Number of participants

Expand webpage and social media devoted to campus life and diversity

Website accessible through MMC internet website

SVP Marketing & Communication

June 2016 (FY16)

# of visits and feedback


M-PACT! 18

Strategic Pathway VI: Facilities, Infrastructure, and Environmental Excellence We will augment our facilities to demonstrate a long term commitment, to providing an efficient, safe, and user-friendly environment that enhances teaching, learning, research, and service delivery.


Completion Date

Goal 1 Create and implement institutional space utilization plan

Establish campus wide space committee

Assessment & evaluation of facility space

President October 2014 (FY15)

Report and policy recommendations

March 2015 (FY15)

Implemented space utilization plan

July 2015 (FY16)

Goal 2 Develop and implement a centralized system for events management through a third party vendor

Establish a structured events management system

A centralized events management service established to oversee internal and external events and academic programs

SVP Finance, AVP Administration/ Facilities


Hire an events management vendor

%of event spaces that are self-sustaining


M-PACT! 19

Strategic Pathway VI: Facilities, Infrastructure, and Environmental Excellence



Goal 3 Increase total number of parking spaces utilizing current parking assessment data

Utilize parking space assessment data to increase the total number of available parking spaces on campus

Projection of current and future parking space needs based on student enrollment and registered vehicles

President, AVP Administration/ Security


Utilize registered vehicles assessment data to project current and future parking needs.

Improve the current parking ratio by 5% of parking spaces to registered vehicles

Utilize parking space and registered vehicles data to identify the current parking ratio (available spaces vs registered vehicles). Develop a strategy for managing event parking during business hours

Developed, approved, and implemented plan for event parking

President, SVP Finance, AVP Administration and Parking


Goal 4 Review, update, and enhance fixed asset management

Upgrade the current manual fixed asset management system in Banner by integrating new tracking technology

Decrease time required for asset inventory an average of 20% per year

SVP Finance March 2016 (FY16)

20% improvement per year in tracking fixed assets through Banner

* Contingent on availability of funds; Bold type=Year 1 (FY15) Completion Date.

M-PACT! 20

Strategic Pathway VII: Financial Performance We will continue to project the College on a path of financial health that adequately supports the College’s aspirations through effective management of current resources, identification and development of new resources, and stewardship that ensures financial stability and growth.


Completion Date

Goal 1 Sustain and improve financial health by maintaining and exceeding minimum requirements for financial ratios and metrics

Lending Debt Service Coverage Ratio at 50 basis points above minimum requirements of 1.5

Debt Service Coverage Ratio is at 2.0

SVP Finance June 2015 (FY15) June 2016 (FY16)

SACS Composite Financial Index increased by at least 10 basis points above minimum requirement of 2.5

SACS Composite Financial Index is at least 2.6

Department of Education Composite Financial Index increased by at least 50 basis points above minimum requirement of 1.5

Department of Education Composite Financial Index is at least a 2.0

Increase in net assets achieved over prior fiscal year by a minimum of 5%

Increase in net assets is at least 5%

Develop balanced budget with contingency funding

Balanced budget with contingency funding

Positive annual operating results aligned with the budget

Budget and operating results are aligned annually

M-PACT! 21

Strategic Pathway VII: Financial Performance



Goal 2 Improve operational efficiencies

Explore opportunities, execute due diligence, and seek proposals for Group Purchasing Organization (GPO)

GPO proposal selected SVP Finance

March 2015 (FY15)

Strategic partnerships established

Establish strategic partnerships for acquisition of goods and services

At least 2% savings is achieved on all non-personnel expenditures

June 2016 (FY16)

Achieve savings of at least 2% on acquisition of goods and services

Annual growth in net assets

Conduct an internal evaluation of operational priorities

May 2015 (FY15)

Increase efficiencies in human capital


M-PACT! 22



Completion Date

Goal 3 Continue to grow the endowment by increasing philanthropic giving through cultivation of new domestic and international donors and utilizing best available investment allocation and fund managers

Develop a written process and evaluation to measure fund managers performance compared to industry standards and benchmarks

A written process to evaluate and measure the activity and performance of funds managers is completed

SVP Finance


Goal 4 Secure new endowed scholarship gift commitments totaling $6 million over the next two years

Reduce student loan indebtedness

$6 million committed gifts for endowed scholarships

SVP Institutional Advancement

June 2016 (FY16)


M-PACT! 23



Completion Date

Goal 5 Grow annual unrestricted revenue by increasing private unrestricted philanthropic support

Increase unrestricted revenue over the next two years

Increase annual (unrestricted) fund from average of $2.4 million annually to $3.2 million

SVP Institutional Advancement

June 2016 (FY16)

Increase alumni giving participation rate from 14.5% to 20

Increase annual expendable private scholarship gift revenue from an average of $400K annually to $1.2 million per year Increase annual private program gift revenue from an average of $2.5 million to $5 million annually

Number of major prospects identified, evaluated, rated, cultivated, and solicited and evaluation of their responses and gift commitments.


M-PACT! 24

November 6, 2014 - Meharry Medical CollegeMarch 2014 A Campuswide Strategic Planning Retreat was...

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