SOM Strategic Planning Update Marschall S. Runge, MD, PhD Executive Dean Chair, Department of Medicine Director, NC TraCS Institute November 15, 2011 Strategic Planning Overview Who are we today? Interviews, surveys Internal analysis Benchmarking Task force discussions Gaps?
Who do we want to be? to be the nations leading public school of medicine How do we get from here to there? Phase I Findings Research NIH funding, pockets of strength, UCRF, highly collaborative Education Attract high-caliber students, #2 in primary care, successful joint degree programs Lack of overall research vision, wide Curriculum not innovated as others, variation in productivity, clinical trials AHEC experience varies, facilities,
resting on laurels Clinical Care Pride in level of care to NC and indigent, business leadership, relationship b/w SOM and HCS improving Need to prepare for future, improve service to referring MDs, support for academic mission, IT infrastructure Faculty Collaborative culture, consistently report to be happy, widely respected leadership Difficult to execute top-down, Carolina Way complacency, faculty salaries and growth opportunities, diversity Transitioning to more detailed planning Phase 1 Phase 2
Broad input sought Relevant input sought All options on table Specific priorities pursued High level analyses Targeted, deep analyses and benchmarking Design of high-level priorities Detailed planning SOM leadership led Faculty-led and -driven
Seven task forces identified to shape SOM strategic plan 4 Strategic Priorities Research: Increase Research and Research Productivity (TF1) Enhance Key Research Resources & Platforms (TF2) Education: Modernize the Curriculum (TF 3) Enhance Education to Best Serve Needs of State (TF 4) Clinical Care Increase innovation in Clinical Care Mission (TF 5) Developed Unified SOM/HCS Informatics (TF 6) Faculty Development Address Identified Faculty Development Issues (TF 7) Phase II Structure Oversight Committee Runge Newton
Magnuson Goldstein Enarson Daugird Steering Committee Runge Newton Magnuson Goldstein TF I Falk * Braunstein L. Cary T. Cary Deshmukh Dohlman Piven Powers Rubin Spagnoli
Corbie-Smith Drake Goldman Joyner Lineberry Meeker Wolberg 6 Phase II Progress Task forces charged in July 2011 July-October: Developed detailed recommendations for pursuing the strategic priorities identified during Phase I Developed metrics for measuring progress/success Created a detailed timeline and mileposts for implementation Identified associated costs and challenges
October: Task force chairs presented recommendations to the Steering Committee Steering Committee provided feedback on work presented Oversight Committees provided direction to task forces for work between now and Dec. 6 whether and how to develop strategy recommendations further 7 What Should I Expect to see in the Final Strategic Plan? Team Science: Translational & Multidisciplinary Career Development: Tenured and Fixed-Term Faculty Metric-Driven
Quality Program AHEC & SOM Mission Recruitment & Retention SOM & HCS IT Curriculum Modernization: Integration of Basic Science and Clinical Learning Technology and Resource Evaluation Clinical Academic Achievement Team-based Learning Diversity
Core Management & Evaluation 8 Next Steps November 2011 Task forces turn in progress reports to Steering Committee December 2011 Steering Committee Retreatpresent fully articulated recommendations that address costs, funding sources, timeline, and details going forward Presentation to Faculty January 2012 Steering Committee to synthesize information and present draft to Dean Roper Final Strategic Plan published and widely broadcast 2012 and Beyond Implementation 2011 Faculty Survey AAMC Faculty Forward Initiative Amelia Drake, MD
Distinguished ND Fischer Professor of Otolaryngology Executive Associate Dean of Academic Programs November 15, 2011 What is Faculty Forward? A partnership between the Association of American Medical Colleges (AAMC) and member medical schools around the country focusing on measuring and enhancing medical school faculty engagement Faculty engagement survey Engagement: the alignment of maximum job satisfaction with maximum job contribution. Employee engagement is grounded in the interplay between an employees cognitive commitment, emotional attachment, and the resulting behavioral outcomes. Institution-specific diagnostic report complete with benchmarking data about peer institutions that have been chosen for comparison. Reports provide data aggregated by department-type and major demographic variables Program resources to guide the survey administration and
11 action planning 02/06/2020 Benefits of Participation Identify department- specific strengths and development areas Foster transparent communication Prompt an open discussion about faculty issues Raise awareness amongst the faculty that issues are being addressed by a committed institution
Track our improvements Compare faculty engagement across departments, campus, and with peer institutions 02/06/2020 12 Survey Details Survey open until Dec. 6 Current Response Rate 32% Confidentiality is assured by AAMC No identifiers are matched to reported responses No disaggregated data will be presented for any subgroup with fewer than five respondents. Any personally identifiable information will be removed from all responses to open-ended questions.
The survey takes about 20 minutes Individual survey links are sent directly to faculty members Email [email protected] if you have not received a link. Your name and e-mail address are retained solely for the sake of reminding respondents to begin or to complete their survey 02/06/2020 13 Survey Results Data returned February/March Comprehensive statistical report of strengths and development areas
Detailed comparison of results to a self-selected group of peer institutions, as well as to the national cohort of institutions Participation in peer learning opportunities Connecting with a forum for talent management professionals within academic medicine Access to the Faculty Forward longitudinal database (deidentified) to conduct original research 02/06/2020 14
Action Planning Review results and peer comparisons Convene representative group to create action plan Interested faculty members, contact [email protected] Coordinate with Strategic Planning task forces 02/06/2020 15 2011 Fall Faculty Speech William L. Roper, MD, MPH Dean, UNC School of Medicine Vice Chancellor for Medical Affairs CEO, UNC Health Care System November 15, 2011 Liaison Committee on Medical Education Via the self-study we have enhanced our educational program and student experience including:
Diversity Curricular Competencies Education Committee Admissions Learning Environment Berryhill Hall LCME visit in March, 2012; mock visit December 2011 Continuing Medical Education Credit will continue to be provided We will not have fewer CME offerings on campus Department chairs are aware of logistics and pricing Educating physicians will continue
WakeMed Update Efforts to restore our partnership with WakeMed continue Contact department chairs with questions 2020 Visioning Be involved in our towns future Join the process to determine the next 10 years in Chapel Hill Complete a survey, attend a meeting, sign up for emails, join a working group Visit www.2020buzz.com Continuing the Conversation
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