STRATEGIC PLAN 2009 UMDNJ-Robert Wood Johnson Medical School Strategic Plan 2009 Strategic Planning Goal engage ALL SEGMENTS of the RWJMS community in a discussion leading to a shared articulated vision Strategic Plan 2009 Shared Vision of: What we can do best How we should differentiate ourselves from other schools & competitors How we can collectively establish priorities & make go or no-go decisions How we can attract, keep, & foster efforts of best people Strategic Plan 2009 Takes place in the context of Mission The medical school is dedicated to pursuit of excellence in education of health professionals, in conduct of biomedical, clinical, and public health research, in delivery of health care and in promotion of community health for residents of the state. Strategic Plan 2009 Considers Deans strategic imperatives Improve & expand Chandler physical plant & integrate Chandler & community initiatives into other missions Prepare for successful LCME site visit & initiate reform of UME curriculum to improve basic science/clinical integration Create framework to optimize interactions, enhance potential for collaborative grants & maximize success of departments & centers Create platform to achieve RWJMG operational excellence Expand capacity & implementation of durable & comprehensive strategic planning process Strategic Plan 2009 Reviews prior strategic goals: Achieve excellence in UME through compliance with LCME standards, modification of educational infrastructure, development of faculty, rewarding excellence in teaching, increasing scholarly activity, emphasizing evidence based medicine, fostering physician scientists, & emphasizing humanitarianism; Achieve excellence in GME through full accreditation of all programs, recruitment of excellent applicants, & graduates passing certifying examinations; Achieve excellence in CME by offering high quality programs Improve national standing of research programs with enhanced capability for collaborative, interdisciplinary & translational research Train outstanding biomedical research scientists to be leaders in academia, industry & government Use the resources of the medical school to benefit the health of the community Train medical students & residents to provide culturally effective care Provide culturally effective health care to residents of the community; Eliminate barriers to care for community residents Strategic Plan 2009 Reviews prior strategic goals: Engage in research activities that are culturally appropriate; Develop research projects that help eliminate disparities in health status based on race & ethnicity Partner with city government, community based institutions, organizations, & leaders in a longitudinal community based health improvement initiative Achieve gender, racial and ethnic diversity among the faculty, residents, students and staff that reflects the level of diversity in NJ as of the Year 2000 Census Increase number of underrepresented minority & women faculty in positions of leadership and in the higher academic ranks Create academic environment that is welcoming & respectful of diversity of gender, race, ethnicity, sexual orientation, religion and cultural background Promote a Culture of Service; Improve Quality of Care; Improve productivity; Increase market share and clinical volumes Improve fiscal results Improve fiscal results Strategic Plan 2009 Strategic Plan Creates a Shared Vision of what we can do best, how we differentiate ourselves, how we set priorities and make go/no go decisions, how we recruit, keep, and foster the work of the best people Context of mission Considers strategic imperatives Reviews past goals Strategic Plan 2009 Process: Two different concurrent paths: Path A will rely on formal structures of school: departments & divisions, institutes & centers, & committees & councils Path B will rely on outside consultants to develop cross disciplinary focus groups Strategic Plan 2009 PATH A Each department chair, committee chair, center or institute director, external partner will be provided basic set of vision questions & strategic imperatives Working within their groupings, each will be asked to answer questions, & considering strategic imperatives, develop measurable objectives with 1 & 3 year timeframes Strategic Plan 2009 PATH A Includes the Executive Team Eric G. Jahn, MD Stephen F. Lowry, MD Alice C. Lustig Arnold B. Rabson, MD Anthony Scardella, MD Carol A. Terregino, MD Strategic Plan 2009 PATH A Includes Department Chairs Gloria Bachmann, MD, MMS Evan Cadoff, MD Michael E. Chansky, MD Suhayl Dhib-Jalbut, MD Cheryl Dreyfus, PhD Robert Eisenstein, MD Charles Gatt, MD Stuart N. Green, MD Bruce Haffty, MD Michael Hampsey, PhD Christine Hunter, MD Howard M. Kipen, MD, MPH John B. Kostis, MD Leroy Liu, PhD Stephen Lowry, MD Matthew Menza, MD John Nosher, MD Nicola C. Partridge, PhD Sidney Pestka, MD Babar K. Rao, MD Thomas E. Strax, MD Alfred F. Tallia, MD, MPH Patricia N. Whitley-Williams, MD Strategic Plan 2009 PATH A Includes Institute Directors Robert S. DiPaola, MD John B. Kostis, MD Arnold B. Rabson, MD Kenneth Reuhl, MD Aaron Shatkin, MD Strategic Plan 2009 PATH A Includes Committee Chairs Admissions: Carol A. Terregino, MD Appointments & Promotions: David August, MD Continuing Medical Education: David E. Swee, MD Curriculum: Siobhan Corbett, MD Graduate Biomedical Sciences Education: Terri Goss Kinzy, PhD Graduate Medical Education: Marie C. Trontell, MD Research Committee: Celine Gelinas, PhD Strategic Plan 2009 PATH B External Consultants, skilled in facilitating input from minority or new/different voices within school community, form cross disciplinary focus groups Groups answer basic set of questions, perform SWOT analysis, & generate as yet unidentified strategic theme areas, e.g. Aging, or Environment, or Diversity Strategic Plan 2009 i Plan technology used to solicit input, share data, & provide feedback Web based tool Response tracking capability Gives leadership capacity to develop, weigh and rate response categories Transparent to entire community Strategic Plan 2009 Outputs from both paths will be shared with entire RWJMS community online & feedback solicited from all stakeholder groups A small Writing Committee creates a consensus document based on outputs from the two paths and feedback obtained Strategic Plan 2009 Leadership engages in environmental scenario planning to develop shared view of probabilities; these are shared with Writing Committee Writing Committee creates final document taking into account likelihoods of scenarios. Document posted online for feedback from the RWJMS community. Writing Group modifies document as appropriate. Strategic Plan 2009 April 17, 2009 Advertisement of iPlan site begins: Flyers, websites, posters Path A Leaders begin to meet with constituents and/or otherwise solicit input/gather data and feedback from departments, institutes, centers or committees May 21, 2009 June 12, 2009 iPlan website open for comments July 3, 2009 iPlan website data reports provided to Path A Leaders for use in developing reports (and available on website for review by RWJMS community) August 17, 2009Reports of one and three year strategic objectives from Path A Leaders Path A TimeLine: Apr 17-Aug 17, 2009 Strategic Plan 2009 Engages all segments of academic community Directed by leadership but gives voice to others less frequently heard Creates a Shared Vision in context of mission and organizational imperatives, considers prior efforts and different scenarios Produces Specific Objectives in a defined timetable with clear responsibilities Iterative and ongoing