STRATEGIC PLAN

2009

UMDNJ-Robert Wood Johnson Medical School

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 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

Strategic Plan 2009

April 17, 2009

Advertisement of iPlan site begins:

Flyers, website

e-mails, 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, 2009 Reports 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