Transcript Slide 1

UMDNJ-Robert Wood Johnson Medical School
STRATEGIC PLAN
2009
Strategic Plan 2009
Strategic Plan 2009
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 Dean’s 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
► Reviews
strategic imperatives
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
► John B. Kostis, MD
► Evan Cadoff, MD
► Leroy Liu, PhD
► Michael E. Chansky, MD
► Stephen Lowry, MD
► Suhayl Dhib-Jalbut, MD
► Matthew Menza, MD
► Cheryl Dreyfus, PhD
► John Nosher, MD
► Robert Eisenstein, MD
► Nicola C. Partridge, PhD
► Charles Gatt, MD
► Sidney Pestka, MD
► Stuart N. Green, MD
► Babar K. Rao, MD
► Bruce Haffty, MD
► Thomas E. Strax, MD
► Michael Hampsey, PhD
► Alfred F. Tallia, MD, MPH
► Christine Hunter, MD
► Patricia N. Whitley-Williams, MD
► Howard M. Kipen, MD, MPH
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
Strategic Plan 2009
Path A TimeLine: Apr 17-Aug 17, 2009
April 17, 2009
Advertisement of iPlan site begins:
Flyers, website
Path A Leaders begin to meet with
constituents and/or otherwise solicit
input/gather data and feedback from
departments, institutes, centers or
e-mails, posters
May 21, 2009 –
committees
iPlan website open for comments
June 12, 2009
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, 2009
Reports of one and three year strategic
objectives from Path A Leaders
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