Ontario - Institutional Vision, Proposed Mandate Statement and Priority Objectives - Northern...

7/31/2019 Ontario - Institutional Vision, Proposed Mandate Statement and Priority Objectives - Northern Ontario School of Me

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Ministry of Training, Colleges and Universities

Institutional Vision, Proposed Mandate

Statement and Priority Objectives

A submission to begin the process of developing strategic mandate agreements (SMAs):

To: Minister Glen Murray The Ministry of Training, Colleges and Universities

From: Dr. Roger Strasser, Dean and CEONorthern Ontario School of Medicine (NOSM)

Submitted September 28, 2012, by email directly to the Minister:[email protected]
mailto:[email protected]:[email protected]:[email protected]


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NORTHERN ONTARIO SCHOOL OF MEDICINE

Part 1: Northern Ontario School of Medicine Mandate Statement

Since its official opening in 2005, NOSM has made great strides in establishing itself as a leader in distributed medical and health professional education. The next evolutionary phase will build on this

success, positioning NOSM to be a leader both nationally and internationally as an innovator in distributed, learner centred, community engaged education and research.

With our new Vision, Innovative Education and Research for a Healthier North, NOSM is committing to a

focus not only on its own advances in education and research, but on pushing those advances to improve the broader population health of the North. We will achieve this by investments in our

mandate, collaborations with partners, and continued engagement of our communities.

NOSM will continue to enhance its mandate of education, strengthen the focus on achieving research excellence, and further reinforce a sustainable foundation of people, operations and technology from which to advance and grow. NOSM will continue to work to develop a learning environment that values

and supports a lifelong commitment to its learners, faculty, staff and administration. Further, we will

strive toward excellence in our relationships with, and support for, all faculty fulltime, part time and stipendiary. Staying true to NOSMs social accountability mandate, we will continue to emphasize a

collaborative, community engaged model that draws on the strengths and capabilities of all NOSMs partners.

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Part 2: Northern Ontario School of Medicine Vision

Vision

Innovative Education and Research for a Healthier North Mission

The Northern Ontario School of Medicine (NOSM) is committed to the education of high quality physicians and health professionals, and to international recognition as a leader in distributed, learning

centred, community engaged education and research.

NOSM will accomplish this by:

Being socially accountable to the needs and the diversity of the populations of Northern Ontario

Actively involving Aboriginal, Francophone, remote, rural and underserviced communities

Leading and conducting research activities that positively impact the health of those living in

Northern communities

Fostering a positive learning environment for learners, faculty and staff

Achieving an integrated, collaborative approach to education, learning, and programming

Increasing the number of physicians and health professionals with the leadership, knowledge

and skills to practice in Northern Ontario

Collaborative education and research agreements with other educational institutions provincially, nationally and internationally

Alignment of education and research activities that are guided by the seven academic principles:

interprofessionalism, integration, generalism, community orientation, inclusivity, continuity, and dedication to inquiry

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Part 3: Northern Ontario School of Medicine Priority Objectives

PRIORITY #1: Putting Students First (Enhance NOSM's Education Program, Develop NOSM's Learning

Environment and Strengthen NOSM's Research Initiative)

1 A: Enhance NOSM's Education Program

Given current health care trends toward Interprofessional Education (IPE) and Integrated Clinical Learning (ICL), NOSM will ensure that its curriculum is aligned to support new and innovative approaches to the delivery of classroom and clinical education. This focus will enable NOSM graduates to easily integrate into community care settings where interprofessional care models are team based in

fostering collaborative patient centred approaches.

Strategic Priorities Planned Timing

Expand the distributed community engaged learning model to all of NOSMs education programming for health professionals to meet the needs of our learners and communities, integrating the expertise that Aboriginal and Francophone peoples bring.

2012/13

Increase NOSMs application of the Integrated Interprofessional Clinical Learning model of education to enable learners to practice in intra and interprofessional models of education and care.

2012/13

Augment broader Integrated Interprofessional Clinical Learning programming resources and expertise by collaborating with other universities, community colleges, and organizations to educate/train health professionals outside of NOSM to meet health human resources needs in Northern Ontario.

2014/15

Lead the adoption of new models of education and learning with external accrediting bodies to increase the focus on community based learning.

2012/13

1 B: Strengthen NOSMs Research Initiatives

Stakeholders identified research as a key area of improvement for NOSM, recognizing that research is a critical element of its academic mandate and future success. NOSM will focus on further developing its

research agenda, linked to the ongoing development of its distributed education model, to continue to

broaden the academic experience of its learners, faculty and staff. Taking into consideration the relative size of NOSMs research infrastructure compared to other universities, a unique, focused approach to

research will be adopted.

Overall Goal

Define a clear strategic direction for NOSMs research efforts, conduct research aligned to its vision and mission, and increase the number of learners, staff and fulltime, part time and stipendiary faculty

participating in focused research activities.

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Define and invest in a core research profile that supports NOSM's Vision and Mission. 2012/13

Foster a research culture among NOSM faculty and learners that promotes excellence and innovation.

2013/14

Expand infrastructure to assist researchers with grantsmanship, grant review, grants administration, trainee recruitment, results dissemination and the identification of research opportunities.

2012/13

Form partnerships to enhance research capacity and support specific research initiatives. 2012/13

1 C: Develop NOSMs Learning Environment

NOSM places a significant amount of emphasis on creating an inquiring learning environment that is tailored to the needs and requirements of all of its stakeholders. NOSM learners primarily include

undergraduate medical education and health professional students and postgraduate residents;

however, faculty, staff and the senior leadership group can also be considered learners as they too pursue personal and professional development. All have varying learning needs and expectations. NOSM will continue to invest in making sure that its learning centered environment continues to evolve for the benefit of learners, faculty, staff and the Board.

Overall Goal

Align NOSMs organizational structures and human resources to support the Schools commitment to

being an organization that values and supports a lifelong learning environment among its learners,

faculty, staff and the senior leadership group, who are able to demonstrate clear progress towards personal/professional development.

Strategic Priorities: Planned Timing

Achieve successful recruitment and retention of our learners, staff, senior leadership and faculty.

2014/15

Improve infrastructure and support to enable learners, staff, senior leadership and faculty to be effective and successful in NOSMs distributed community engaged model of education and research.

2012/13

Increase the engagement of learners, faculty, staff, senior leadership and Board members in planning and activities.

2013/14

Build leadership skills and capacity in learners, faculty, staff, senior leadership and Board members.

2012/13

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PRIORITY #2: Meeting the Needs of the Creative Economy (Enhance Collaboration and Communication with Our Community Partners and Foster Excellent Faculty Relations)

2 A: Enhance Collaboration and Communication with Our Community Partners

NOSMs distributed education model relies heavily on the support and involvement of the communities and key stakeholder groups. Since its inception, NOSM has been successful in engaging communities and different representative groups. Insights provided from members of the community suggest that NOSM

can improve its current strategy by taking a more refined, targeted approach that will ensure consistent

engagement across all communities, and improve multi directional communication and collaboration mechanisms that support the continued development of community partnerships.

Overall Goal

Increase the engagement with distributed teaching communities and the presence of collaboration and community engaged processes, integrating NOSM into the fabric of every community in Northern Ontario, and empowering local communities to improve their broader health and capacity for self care.


Improve community engagement strategies that build on start up goodwill to ensure support and momentum is fostered and increased.

2014/15

Enhance mechanisms to actively involve Aboriginal, Francophone, rural and remote communities in NOSM.

2012/13

2 B: Foster Excellent Faculty Relations

NOSMs operating model brings with it a set of unique challenges related to the recruitment and

retention of qualified fulltime, part time and stipendiary faculty. Innovative approaches to foster excellent faculty relations will be developed to ensure the sustainability of the NOSM model.

Overall Goal

Foster a stimulating, rewarding and challenging environment that attracts and retains top talent among

fulltime, part time and stipendiary faculty.


Establish a faculty plan that defines the type and mix of faculty to recruit, retain,

succession plan and develop, and reward and recognize for their valuable contributions across education, research and administration.

2010/13

Improve multi directional communication, information flow and decision making for all faculty members.

2011/13

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PRIORITY #3: Focusing on Productivity, Innovation and Sustainability

NOSMs distributed educational model brings with it the requirement for ongoing investment in core

enablers such as technology, and a sound and robust infrastructure that would not be found in other

traditional medical schools. In addition, given that NOSM places a significant emphasis on being

innovative, it requires additional operating, capital and research funding to sustain and implement new

and creative advancements in medical technology, informatics, research and program development within its distributed model.

Overall Goal

Ensure NOSMs technology enabled distributed education model continues to be sustainable, and that the School is well supported to continue to grow and advance while maintaining its focus on innovation.

Strategic Enablers Planned Timing

Establish a comprehensive human resources plan that enhances leadership and staff recruitment and retention, succession planning, development, rewards and recognition, and other factors that contribute to a healthy workplace and learning environment.

2012/13

Explore, partner and invest in informatics and technologies that enable innovation across our distributed model of education, research, corporate services and social accountability.

2014/15

Continuously improve operational processes, infrastructure and systems to increase efficiencies and support the ongoing sustainability and financial viability of NOSM.

2012/15

Increase and diversify NOSMs revenue streams by exploring opportunities for endowments, donations, endowed chairs, public private partnerships, sponsorships, new services and other operating revenues across its distributed education model.

2013/14

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Appendix NOSM's Strategic Plan 2010 2015 and ImplementationSchedule

MissionThe Northern Ontario School of Medicine (NOSM) is committed to the education of high quality physicians and health professionals, and to international recognition as a leader in distributed,

learning-centred, community-engaged education and research.

Strategic EnablersHuman Resources, Informatics and Information Technology,

Streamlined Operations, Diversified Revenues

E d u c a

t i o n

R e s e a r c

h

L e a r n

i n g

E n v

i r o n m e n

t

F a c u

l t y

C o m m u n

i t y

E n g a g e m e n

t a n

d

C o m m u n

i c a

t i o n

E d u c a

t i o n

R e s e a r c

h

L e a r n

i n g

E n v

i r o n m e n

t

F a c u

l t y

C o m m u n

i t y

E n g a g e m e n

t a n

d

C o m m u n

i c a

t i o n

VisionInnovative Education and Research for a Healthier North

Values

Innovation, Social Accountability, Collaboration, Inclusiveness, Respect

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8

N O S M S t r a

t e g

i c P l a n - I m p

l e m e n

t a t i o n

T i m i n g

L e g e n

d

I n i t i a l E f f o r t

t o A c

h i e v e

S t r a

t

O n g o

i n g

E f f o r t

t o M a

i n t a i n S

M i l e s

t o n e o

f S t r a

t e g y

A c

h i e v

S t r a

t e g

i c P r i o r i

t y a n d

S t r a

t e g y

2 0 1 0 / 1 1

2 0 1 1 / 1 2

2 0 1 2 / 1 3

2 0 1 3 / 1

A .

E n

h a n c e

N O S M ' s E d u c a

t i o n

P r o g r a m

1 .

E x p a n

d C o m m u n i t y - E n g a g e

d D i s t r i b u

l t e

d L e a r n

i n g

M o d e

l

2 .

I n c r e a s e

N O S M ' s A p p

l i c a

t i o n o

f I P E / I C L

3 .

A u g m e n

t O t h e r ' s

A p p

l i c a

t i o n o

f I P E / I C L

4 .

L e a

d A d o p

t i o n o

f C o m m u n

i t y

M o

d e

l s b y

A c c r e

d i t i n g

B o d

i e s

B .

S t r e n g

t h e n

N O S M ' s

R e s e a r c

h I n i t i a t i v e s

1 .

D e

f i n e a n

d I n v e s

t i n a

C o r e

R e s e a r c

h P r o

f i l e

2 .

F o s

t e r a

R e s e a r c h

C u

l t u r e

A m o n g

N O S M

F a c u

l t y a n

d L e a r n e r s

3 .

C r e a

t e a

R e s e a r c h

A d m

i n i s t r a

t i o n

I n f r a s

t r u c

t u r e

4 .

F o r m

P a r t n e r s

h i p s

t o E n

h a n c e

R e s e a r c

h C a p a c

i t y

C .

D e v e l o p

N O S M ' s L e a r n

i n g

E n v i r o n m e n

t

1 .

A c

h i e v e

S u c c e s s f u

l R e c r u

i t m e n

t a n

d R e

t e n

t i o n

2 .

E n a

b l e S u c c e s s i n

t h e

D i s t r i b u

t e d M o

d e

l

3 .

I n c r e a s e

t h e

E n g a g e m e n

t o

f L e a r n e r s ,

F a c u

l t y ,

S t a f f a n d

B o a r d

4 .

B u

i l d L e a

d e r s

h i p S k i l l s a n

d C a p a c

i t y

i n L e a r n e r s ,

F a c u l t y ,

S t a f f a n

d B o a r d

D .

F o s t e r

E x c e l

l e n

t F a c u

l t y

R e l a t

i o n s

1 .

E s

t a b l i s h a

F a c u l t y

P l a n

2 .

C r e a

t e a

C u

l t u r e a n

d S u p p o r t

M e c

h a n

i s m

t h a

t F o s

t e r s

F a c u

l t y

D e v e

l o p m e n

t

3 .

I m p r o v e

M u

l t i - D i r e c t i o n a

l C o m m u n

i c a

t i o n ,

I n f o r m a

t i o n

F l o w a n

d D e c

i s i o n - M a

k i n g

f o r

F a c u

l t y

E .

E n

h a n c e

C o

l l a b o r a

t i o n a n

d C o m m u n

i c a t

i o n w

i t h O u r

C o m m u n

i t y

P a r

t n e r s

1 .

I m p r o v e

C o m m u n i t y

E n g a g e m e n

t S t r a

t e g

i e s

2 .

E n

h a n c e

M e c

h a n i s

m s

t o A c

t i v e

l y I n v o

l v e

A b o r i g

i n a

l , F r a n c o p

h o n e ,

R u r a

l a n

d R e m o

t e C o m m u n

i t i e s

3 .

I m p r o v e

M u

l t i - D i r e c t i o n a

l C o m m u n

i c a

t i o n ,

I n f o r m a

t i o n

F l o w a n

d D e c

i s i o n - M a

k i n g

f o r

A l l

4 .

E x p a n

d P a r t n e r s

h i p s

t o S u p p o r t a n

d E n c o u r a g e

G r a

d u a

t e s

t o P r a c

t i c e

i n N o r t

h e r n

C o m m u n i t i e s

S t r a t e g

i c E n a b

l e r s

1 .

E s

t a b l i s h a

C o m p r e

h e n s

i v e

H u m a n

R e s o u r c e s

P l a n

2 .

E x p

l o r e ,

P a r t n e r a n

d I n v e s

t i n I n f o r m a

t i c s a n

d T e c

h n o

l o g y

e g y

t r a

t e g y

e d 4

2 0 1 4 / 1 5

3 .

C o n

t i n u o u s

l y I m p r o

v e O p e r a

t i o n a

l P r o c e s s e s ,

I n f r a s

t r u c t u r e a n

d S y s

t e m s

4 .

I n c r e a s e a n

d D i v e r s

i f y N O S M ' s R e v e n u e

S t r e a m s

N u m

b e r o

f S t r a

t e g y

M i l e s t o n e s

A c

h i e v e

d P e r

Y e a r

1

8

7

3

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