FINAL STRATEGIC PLAN SLIDES AMC

College of P&S of Columbia University: Dra9 Strategic Plan

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Strategic Planning Steering Commi0ee Mee2ng June 5, 2012


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!   Global Direc<on 2

!   Strategies & Tac<cs 6

1.  Clinical Care 7

2.  Research 17

3.  Educa2on 30

4.  Campus Life 40

!   Next Steps and Implementa<on Planning 48

Page

Contents


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CLINICAL CARE: Become THE des,na,on loca,on for clinical care, with NYP RESEARCH: Be a research pioneer and innova,ve engine. EDUCATION: Be THE leading research-‐based educa,onal center. CAMPUS LIFE: Make CUMC a des,na,on campus and great place.

P&S Vision and Goals

VISION

To be indisputably in

the top five schools

of medicine and

arguably the best.


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Goals & Objectives

CLINICAL CARE: Become THE

des,na,on for clinical care, with NYP.

RESEARCH: Be a research pioneer and innova,on engine.

EDUCATION: Be THE leading research-‐based

educa,onal center.

CAMPUS LIFE: Make CUMC a

des,na,on campus and great place.

  Recruit and retain top clinicians whose eminence drives pa2ent referrals.

  Establish ColumbiaDoctors superior standard of care.

  Provide unparalleled pa2ent-‐centered care.

  Apply research advances seamlessly into clinical care.

  Create the strongest possible partnership to the benefit of both NYP and P&S.

  Expand the clinical service area with NYP.

  Train the people who will lead the future of medicine and health sciences.

  A0ract trainees with the best academic poten2al.

  Increase emphasis on scholarship and research at every level.

  Enhance curricula that prepare trainees for academic leadership.

  Build new Medical and Graduate Educa2on Building.

  Become a leader in simula2on training.

  Raise more scholarships.

 Maintain success in recrui2ng underrepresented minority students.

  Provide facili2es, programs and infrastructure commensurate with the stature of the ins2tu2on.

 Make CUMC a collabora2ve, friendly and sa2sfying place to work and where people can achieve great things.

  Sustain and enhance collabora2on with other P&S affiliates.

  Enhance and maintain diversity to facilitate culturally competent medical educa2on, clinical care, and research.

  Become one of the na2on’s “best places to work.”

  Be “pound for pound” the best research-‐intensive medical school.

  Increase the P&S grant por\olio into the range needed for a Top 5 medical school.

  Coordinate science priori2es with clinical priori2es and with NYP.

  Partner with Manha0anville, Morningside and other CUMC schools.

  Effec2vely seize the upcoming opportunity of addi2onal space.


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Collaboration/ Teamwork/ Diversity

Excellence

Social Responsibility

Innovation/ Discovery/

Scholarship

Respect Integrity

Core Values

Six core values have been iden,fied as important to the future of P&S.


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1.  Clinical Care 2.  Research 3.  Educa<on 4.  Campus Life


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  Recruit and retain top clinicians whose eminence drives pa<ent referrals.

  Establish ColumbiaDoctors superior standard of care.

  Provide unparalleled pa<ent-‐centered care.

  Apply research advances seamlessly into clinical care.

  Create the strongest possible partnership to the benefit of both NYP and P&S.

  Expand the clinical service area with NYP.

1.1 Strengthen the Faculty Prac<ce Organiza<on to func<on as a unified en<ty and collaborate more effec<vely with NYP.

1.2 Improve pa<ent access and service.

1.3 Expand ambulatory capacity and geographic reach.

1.4 Grow targeted programs with NYP.

1.5 Develop tools and rela<onships to manage popula<on health risk and op<mize clinical performance and prepare for health care reform.

Related Strategies

2.3 Increase transla<onal research and augment pa<ent and popula<on health research.

3.3 Work with NYP to enhance top-‐quality post-‐graduate medical educa<on (our pipeline for future faculty talent).

Clinical Care Goal Objec<ves Strategies

Become THE desAnaAon for clinical care, with NYP.


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CLINICAL STRATEGY 1.1:

Strengthen the Faculty Prac<ce Organiza<on to func<on as a unified en<ty and collaborate more effec<vely with NYP.

a.  Ensure appropriate infrastructure and staff talent to ensure the success of the FPO.

b.  Centralize the following func<ons under the Faculty Prac<ce Organiza<on (FPO):

i.  Clinical informa2on systems (EMR) – professional and consulta2ve role for the FPO

ii.  Malprac2ce insurance management

iii.  Communica2ons / marke2ng

iv.  New delivery systems and payment mechanisms, including bundled payments and capita2on.

v.  Managed care contrac2ng

vi.  Coordina2on expecta2ons, including mul2disciplinary prac2ces and internal referrals.

vii.  Primary care strategy (Links to Strategies 1.3 and 1.4)

viii.  Compliance

ix.  Standards for pa2ent access, sa2sfac2on and service quality (Links to Strategy 1.2)


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Strengthen the Faculty Prac<ce Organiza<on to func<on as a unified en<ty and collaborate more effec<vely with NYP.

c.   Develop a hybrid approach that involves clinical departments, NYP and the FPO for the following func<ons:

i.  Pa2ent appointment scheduling

ii.  Clinical strategic and opera2ons planning

iii.  New health care reform payment and delivery systems

iv.  Outpa2ent site selec2on

v.  Strategic incorpora2on of prac2ces

d.  Create, implement, and sustain ColumbiaDoctors standards of prac<ce excellence.

i.  Develop centralized standards across the FPO but monitor performance at the department and division level.

ii.  Regularly distribute transparent performance data at the department and division level.

iii.  Provide individual faculty with their performance profile compared to peers.

e.   Create joint incen<ves, building upon exis<ng funds flow model.

f.   Reduce departmental overhead as more func<ons become centralized.


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Improve access and service.

a.  Combine forces with NYP to develop an immediate approach to address access issues and allow for growth in pa<ent volume.

i.  Manage access and service on a department and service line basis.

ii.  Improve pa2ent appointment scheduling.

iii.  Ensure sufficient planning, resources and communica2on.

b.  Ensure coordinated care across P&S departments, divisions and faculty, NYP and referring physicians.

i.  Retain or hire pa2ent care coordinators for complex cases.

ii.  Improve ancillary throughput.

iii.  Develop mul2specialty prac2ces.

iv.  Coordinate same day appointment scheduling.


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Improve access and service.

c.   Develop and implement uniform pa<ent-‐centered service standards and expecta<ons for providers and staff in the clinical seang.

d.  Provide comprehensive training in pa<ent-‐oriented, customer service to all faculty and staff.

e.   Significantly increase accountability for access and service.

i.  Make department chairs and administrators responsible for access; 2e compensa2on to success.

ii.  Regularly measure and report on access and service performance at all levels -‐-‐ individual faculty, clinics, divisions, departments, service lines.


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Expand ambulatory capacity and geographic reach.

a.  Work with NYP to develop a primary care strategy; determine appropriate model and loca<on for primary care. (Links to Strategies 1.1 and 1.4)

b.  IMMEDIATE-‐TERM: Develop a master plan for strategic renova<on and reuse of exis<ng buildings.

i.  POTENTIAL SHORT-‐TERM (FIVE-‐YEAR) SOLUTION: Revitalize the Irving Pavilion to make it a func2onal Ambulatory Care Pavilion on campus.

ii.  Develop a separate short-‐term space solu2on for children.

iii.  Assess other immediate space op2ons on campus for decan2ng non-‐pa2ent care ac2vi2es out of the Irving Pavilion.

iv.  Create flexible prac2ce space that can be shared across departments and divisions.

c.   LONGER-‐TERM (FIVE-‐TEN YEAR SOLUTION): In collabora<on with NYP, build a new pa<ent-‐centered outpa<ent facility on the CUMC campus.


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Expand ambulatory capacity and geographic reach.

d.  Develop a coordinated approach to P&S/NYP off-‐site prac<ce expansion in targeted markets across departments. i.  Establish new midtown prac2ce loca2on.

ii.  Grow presence in key suburban areas:

  Integrate addi2onal physician prac2ces in Westchester, Orange and Rockland coun2es.

  Consolidate/expand northern New Jersey prac2ces.

iii.  Increase Manha0an west side presence by co-‐loca2ng prac2ces and a poten2al joint venture surgi-‐center with NYP.

e. Expand capacity and geographic reach for children’s services. i.  Foster a strong, separate iden2ty for MSCHONY.

ii.  Market outstanding pediatric surgical subspecialists; enhance opera2ng room capacity.

iii.  Explore placing Columbia faculty in community NICUs and Emergency Departments.

iv.  Strengthen neurology and oncology services. v.  Ensure sufficient growth in maternal-‐fetal medicine services to support growth in

children’s services.


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Grow targeted programs with NYP.

a.  Develop a primary care strategy in collabora<on with NYP. (Links to Strategies 1.1 and 1.3)

b.  Develop joint P&S/NYP service line strategic plans for the following targeted programs:

c.   Build tac<cs that address the following components in joint service line strategic plans (to be developed for each targeted program):

i.  Medical innova2on & discovery

ii.  Quality of care, clinical outcomes and pa2ent safety

iii.  Access to care and service quality

iv.  Preeminence

v.  New delivery models/health care reform

vi.  Volume growth and financial performance

Cardio-vascular Services

Transplant/ Autoimmune

Disease

Cancer

Women’s & Children’s

Neuro-science

Gastro- intestinal Disease

Musculo-skeletal

Disorders


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Develop tools and rela<onships to manage popula<on health risk and op<mize clinical performance and prepare for health care reform.

a.  Develop a three-‐pronged approach to manage popula<ons:

i.  Target 1: Make 168th Street the clinical des2na2on for insured ter2ary and quaternary care pa2ents.

ii.  Target 2: Provide excellent care for the local popula2on.

iii. Target 3: Be the tri-‐state doctors of choice for primary and secondary medical care.

b.  Define episodes of care that are appropriate for bundling and other new payment models; iden<fy payers as poten<al partners.

c.   Aggressively manage high u<liza<on pa<ents, including pa<ents with mul<ple co-‐morbidi<es and mental health problems, to control losses and increase capacity.

d.  Leverage NYP/P&S prac<ce of medicine and outcomes research to develop new quality measures and promote the link between cost and quality.

e.   Take full-‐risk contrac<ng for managed popula<ons.

f.   Help NYP reduce costs to below reimbursements for Medicare inpa<ents, while maintaining or increasing quality.

g.   Beher align the NYP and P&S financial models to be well-‐posi<oned to achieve this strategy.


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Research Goal Objec<ves Strategies

2.1 Invest predominantly in a limited number of top scien<fic priori<es.

2.2 Provide outstanding core facili<es and research infrastructure.

2.3 Increase transla<onal research and augment pa<ent and popula<on health research.

2.4 Create a compe<<ve Innova<ve Science Fund for research inves<gators.

2.5 Strengthen technology transfer and incen<ves to increase number of inven<ons and patents.

Related Strategies

3.2 Recruit trainees with crea<vity and imagina<on in addi<on to personal and academic ahributes.

 Be “pound for pound” the best research-‐intensive medical school.

 Increase the P&S grant porkolio into the range needed for a Top 5 medical school.

 Coordinate science priori<es with clinical priori<es and with NYP.

 Partner with Manhahanville, Morningside, other CUMC schools and NYP.

 Effec<vely seize the upcoming opportunity of addi<onal space.

Be a research pioneer and innovaAve engine.


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RESEARCH STRATEGY 2.1:

Invest predominantly in a limited number of top scien<fic priori<es.

a.  Top scien<fic priori<es for P&S address the following criteria:

  Cuts across fields and is a major inter-‐disciplinary ini,a,ve; plays a key role in building team science.

  Provides a transforma,ve opportunity for P&S; demonstrates innova,ve ideas that provide a dis,nct compe,,ve advantage for P&S.

  Translates discovery into applica,on; is well-‐aligned with NYP clinical strengths.

  AUrac,ve to poten,al donors and the philanthropic community; generates a return on investment; has major funding poten,al.

  Strong P&S leadership in place for program development; engages the talents and interests of exis,ng P&S faculty.

  A “must have” program/ini,a,ve for P&S to be compe,,ve and preeminent.

  Well-‐aligned with other campuses (Morningside, ManhaUanville, etc.) and Columbia University.


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Invest predominantly in a limited number of top scien<fic priori<es.

b. Focus on the following scien<fic priori<es for growth and investment. (See diagram below)

Structural Focal Points

1.  Computa<onal Biology

2.  Biomedical Technology Research

3.  Health Prac<ce Research

4.  Chemical Biology

5.  Personalized Medicine

6.  Imaging

Science Focal Points

1.  Transla<onal Neuroscience

2.  Stem Cell Biology/ Regenera<ve Medicine

3.  Systems Biology

4.  Gene<cs/Genomics

5.  Immunology (I-‐4)

Targeted Scientific Priorities

Neuroscience

Metabolic Disorders

Cancer

Cardiovascular

Autoimmune Disease/ Transplantation

Disease Focal-‐Points

Refer to Research Task Force working documents for details on each focal point.


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Neuroscience

Metabolic Disorders

Cancer

Cardiovascular

Autoimmune Disease/ Transplanta<on

Disease Focal-‐Points

  Create a new structure called the Columbia Transla<onal Neuroscience Ini<a<ve (CTNI), based at CUMC but with links to the other campuses.

  Build on exis<ng strengths in basic and clinical metabolic and diabetes research and enhance transla2onal research in these programs.

  Columbia University has a Cancer Center that is well-‐posi<oned for growth and is invigorated by its recent new leadership. Accordingly, areas of investment should be focused on added recruitments as well as investment in essen2al infrastructure.

  Advance leadership to exis<ng programs across the board by adding and suppor2ng research and clinical leaders.

  Build on the structure established for the Columbia Center for Transla<onal Immunology.

Summary: Envisioned Structure

RESEARCH STRATEGY 2.1: Invest predominantly in a limited number of top scien<fic priori<es.


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Science Focal Points

1.  Transla<onal Neuroscience

2.  Stem Cell Biology/ Regenera<ve Medicine

3.  Systems Biology

4.  Gene<cs/Genomics

5.  Immunology (I-‐4)

  Refer to Disease Focal Point for Transla,onal Neuroscience.

  Build upon the Columbia Stem Cell Ini<a<ve (CSCI).

  Sustain cri<cal growth of the Columbia Ini<a<ve in Systems Biology for long-‐term success and viability and develop a transla2onal research layer between the basic science and the transla2onal science departments.

  Create an Ini<a<ve in Gene<c Medicine (IGM) which is cri2cal to the mission of the medical school, NYP and its affiliates.

  Create an Ini<a<ve in Immunity, Infec<on and Inflamma<on (I-‐4) that will act to unite disparate efforts under a common umbrella.

Summary: Envisioned Structure



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Structural Focal Points Summary: Envisioned Structure

1. Computa<onal Biology   Build upon Columbia’s pre-‐eminent posi<on as a leader in computa<onal and systems biology.

2. Biomedical Technology Research

  Develop an ini<a<ve in Biomedical Technology Research through recruitment and necessary technology cores that will allow broad access to new technologies to the en2re CUMC community.

3. Health Prac<ce Research   Create an ini<a<ve in Health Prac<ce Research to promote collabora2on in this mul2disciplinary research area.

4. Chemical Biology   Build Chemical Biology (Drug Discovery) as a low “cost threshold” which is cri2cal as this increases the likelihood of new Composi2ons of Ma0er that anchor the University’s IP posi2on for its biology inven2ons.

5. Personalized Medicine   Create an organized, funded and unified Personalized Medicine Center/core to support biobanking and biorepository efforts with parallel rich, accurate, searchable clinical datasets and personalized medicine.

6. Imaging   Create an ini<a<ve in Imaging Research which would enable centraliza2on of the diverse aspects that together make a program of excellence at the University.



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Provide outstanding core facili<es and infrastructure.

a.  Develop and invest in the state-‐of-‐the-‐art core facili<es as follows: i.  Mouse core

•  Increased capacity and improved facili2es •  Gnotobio2c mice

ii.  GMP facility

iii.  Imaging (research)

•  Clinical imaging

•  Animal imaging (in vivo) •  Physicists to provide professional support

iv.  Biorepository for 2ssue samples – centralized and adjacent to campus

v.  Clinical bioinforma2cs

•  Clinical data core

•  Integrated informa2on systems for clinical trials vi.  Sta2s2cs core / Department of Biosta2s2cs and CTSA

vii.  Large animal core for pre-‐clinical experiments (include non-‐human primates)

viii. Modernized Proteomics core and knowledge base

ix.  Discovery Bioinforma2cs x.  High-‐throughput screening


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Provide outstanding core facili<es and infrastructure.

b.  Create an Academic Research Organiza<on with ability to coordinate large trials.

c.   Ensure that core facili<es across P&S are accessible, coordinated and well-‐supported.

d.  Conduct an annual review of core facili<es and services provided; sunset cores iden<fied as no longer necessary.

e.   Ensure core facili<es are each led by highly-‐qualified core directors.

f.   Develop capacity and infrastructure to store large data systems.

g.   Empower the dean’s office to oversee management and evalua<on of cores.

h.  Efficiently seize the upcoming opportunity of addi<onal space.


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Increase transla<onal research and augment pa<ent and popula<on health research.

a.  Develop mechanisms to cul<vate big team science ini<a<ves within P&S and across NYP and Columbia University.

b.  Enhance and expand Clinical Transla<onal Science Award (CTSA) and Irving Ins<tute programs that support clinical and transla<onal research.

c.   Implement Health Prac<ce Research Ini<a<ve to foster collabora<ve transla<onal and community research involving P&S and NYP.

d.  Leverage experience and exper<se across P&S departments, the Mailman School of Public Health and NYP to expand transla<on from bedside to community.

e.   Develop and invest in core facili<es that are key to transla<onal research (refer to Strategy 2.2 on previous page).


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Increase transla<onal research and augment pa<ent and popula<on health research.

f.   Be sure Manhahanville P&S faculty are fully integrated into P&S research mission.

g.   Jointly invest with NYP in clinical trials infrastructure including well-‐designed clinical research space, enhanced pa<ent recruitment, clinical data warehouse, biobank, research-‐suppor<ve EMR, and appointment of clinical research coordinators.

h.  Work with NYP to reduce cost of diagnos<c tes<ng associated with clinical studies.

i.  Facilitate cross-‐fer<liza<on across basic science and clinical educa<on and training.


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Create a compe<<ve Innova<ve Science Fund for research inves<gators.

a.  Iden<fy new resources, including philanthropic support, to support transforma<ve, innova<ve ideas funded through the Innova<ve Science Fund.

b.  Align with exis<ng pilot grant funding mechanisms available through the CTSA.

i.  Strengthen communica2on and coordina2on of this funding mechanism to increase applica2ons from P&S researchers.

c.   Develop a transparent, centralized process for distribu<ng Innova<ve Science Funds; criteria will include:

i.  Poten2al for innova2on.

ii.  Collabora2on between basic and clinical scien2sts encouraged.

iii.  Research aligned with P&S, NYP and Columbia University ini2a2ves will be encouraged.

d.  Incorporate an external review mechanism for fund oversight.

e.   Track return on investment on all awards.


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Strengthen technology transfer and incen<ves to increase number of inven<ons and patents.

a.  Advocate for greater revenue sharing between Columbia University and P&S.

b.  Enhance the capabili<es and profile of the tech transfer office at CUMC sites.

c.   Strengthen P&S alliance with bioengineering.

d.  Pursue Small Business Innova<on Research (SBIR) program and the Small Business Technology Transfer (STTR) program grants.

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Educa<on Goal Objec<ves Strategies

3.1 Complete the implementa<on of the new medical school curriculum.

3.2 Recruit trainees with crea<vity and imagina<on in addi<on to personal and academic ahributes.

3.3 Work with NYP to enhance top-‐quality post-‐graduate medical educa<on (our pipeline for future faculty talent).

3.4 Cul<vate and recognize outstanding faculty educators.

3.5 Foster differen<ated and integrated learning opportuni<es for medical students.

 Train the people who will lead the future of medicine and health sciences.

 Ahract trainees with the best academic poten<al.

 Increase emphasis on scholarship and research at every level.

 Enhance curricula that prepare trainees for academic leadership.

 Build new Medical and Graduate Educa<on Building.

 Become a leader in simula<on training.

 Raise more scholarships.

 Maintain success in recrui<ng underrepresented minority students.

Be THE leading research-‐based medical educaAonal center.

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EDUCATION STRATEGY 3.1:

Complete the implementa<on of the new medical school curriculum. (Refer to Diagram 3.1 on page 34)

a.  Ensure that P&S medical school graduates have the knowledge, skills and aatudes to be the leaders in all areas of medical science and prac<ce.

b.  Provide guided exposure and training that prepares students to exhibit the highest principles of humanism and professionalism in their responsibili<es to their pa<ents, community and society.

c.   Leverage knowledge about adult-‐learning styles and encourage students to be more self-‐directed. (Links to Strategy 3.3)

d.  Foster team-‐based skills by expanding interdisciplinary and interprofessional learning experiences. (Links to Strategy 3.3)

e.   Monitor and respond to feedback from residency directors on performance of P&S graduates rela<ve to those from other medical schools.

f.   Develop a communica<on plan to educate faculty and students about the new curriculum.

g.   Con<nue to provide support services for Major Clinical Year (MCY) and Differen<a<on & Integra<on (D&I) students.

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Complete the implementa<on of the new medical school curriculum. (Refer to Diagram 3.1 on page 57)

h. Provide a research-‐intensive curriculum designed to educate future “world-‐changing” leaders in medicine and science.

i.  Allow students up to one year of research without requiring an extra year.

i. Develop simula<on training to enhance technical, communica<on, problem solving and team building skills.

i.  Conduct a needs assessment to ensure an appropriate balance of simula2on and real clinical experience for trainees.

ii.  Design and develop a medical simula2on facility with temporary facili2es un2l the new medical educa2on building is completed.

iii.  Plan and provide faculty training for use of simula2on.

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Diagram 3.1

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Recruit trainees with crea<vity and imagina<on in addi<on to personal and academic ahributes.

a.  Pursue philanthropic support and endowments for first two years of graduate student training.

b.  Strengthen academic career success of graduate students, post-‐doctoral fellows and junior faculty by further developing mentorship programs.

c.   Increase exposure of graduate students to residents and clinical training, and vice versa; build upon the Med-‐to-‐Grad and Ph.D.-‐to-‐M.D. programs.

d.  Establish programs to foster research training for graduate students, post-‐doctoral fellows, residents and junior faculty as they pursue extramural support.

e.   Provide a research-‐intensive curriculum designed to educate future “world-‐changing” leaders in medicine and science.

i.  Allow students up to one year of research without requiring an extra year.

f.   Coordinate student course scheduling to allow students to take elec<ve courses across disciplines.

g.   Work with NYP to provide residents interested in research with sufficient <me and funding for research training.

h.  Encourage clinical trainees to do basic research; engage researchers in GME recruitment to highlight research opportuni<es at P&S.

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Work with NYP to enhance top-‐quality post-‐graduate medical educa<on (our pipeline for future faculty talent).

a.  Recruit academically-‐oriented residents as well as residents with unique interests through joint degrees.

b.  Work with NYP to ensure top quality residency training and core clerkships in all affiliated hospitals.

c.   Design evalua<on tools to assess the effec<veness of residency programs in alignment with new accredita<on standards; regularly provide performance feedback to residency directors and chiefs.

d.  Develop core educa<onal modules across special<es to reduce duplica<on at the department level and to enhance mul<disciplinary experiences.

e.   Modify residency programs to provide more research training opportuni<es.

f.   Orient clinical fellowships to be more academically focused.

g.   U<lize the training pipeline as a source for future faculty.

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Work with NYP to enhance top-‐quality post-‐graduate medical educa<on (our pipeline for future faculty talent).

h.  Beher incorporate simula<on training to replace clinical experiences lost due to work hour restric<ons.

i.  Create standards and processes to support all residency programs in accredita<on and re-‐accredita<on.

j.   Prepare for poten<al IME cuts.

i.  Develop alterna2ve sources of funding.

ii.  Complete modeling of alternate staffing models comparing residents and allied health professionals.

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Cul<vate and recognize outstanding faculty educators.

a.  Implement the new academic <tles at P&S which include clinical educator track.

b.  Ensure that promo<ons criteria values educa<onal ac<vi<es appropriately.

i.  Develop a consistent method to evaluate teaching contribu2ons and exper2se.

ii.  Develop uniform mechanisms (e.g., por\olios, etc.) to document accomplishments.

c.   Regularly evaluate and update educa<onal prac<ces to leverage innova<ve teaching modali<es.

d.  Provide workshops and training for all educators including faculty, fellows, residents and students to become effec<ve users of innova<ve educa<onal tools and techniques.

e.   Expand the Virginia P. Apgar Academy of Medical Educators.

f.   Leverage the Center for Educa<on Research and Evalua<on to evaluate the effec<veness of educa<onal programs and support faculty in educa<onal scholarship.

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Foster differen<ated and integrated learning opportuni<es for medical students.

a.  Iden<fy and direct medical students to summer learning opportuni<es that are available between Year 1 and Year 2.

b.  Con<nue to refine the Scholarly Projects Program (SPP) to support differen<ated learning; evaluate the impact and effec<veness of SPP.

c.   Encourage medical students to augment their formal educa<on with extracurricular ac<vi<es such as student-‐run free clinics, Student Success Network and P&S Clubs.

d.  Formalize and enhance faculty mentoring of students and sustain Advisory Dean Program.

e.   Increase dual degree op<ons including MD/MPH, MD/MBA, MD/JD, MD/Master of Educa<on.

f.   Encourage medical students to work with researchers who have peer-‐reviewed extramural support.

g.   Re-‐energize the Master of Medical Science degree for medical students and the Doctor of Medical Science degree for residents and fellows.

h.  Explore offering a three-‐year MD degree for recent Ph.D.s in biomedical sciences.

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Campus Life Goal Objec<ves Strategies

4.1 Increase the amount and quality of academic, research, housing and recrea<onal space on campus.

4.2 Create a CUMC culture that supports personal collabora<on, professionalism, teamwork and respect for all faculty, staff, students and trainees.

4.3 Enhance, appreciate and leverage CUMC’s mul<-‐cultural, diverse campus community.

4.4 Maintain and expand support services for all CUMC students.

4.5 Work with government and community leaders to enhance the surrounding neighborhood.

  Provide facili<es, programs and infrastructure commensurate with the stature of the ins<tu<on.

  Make CUMC a collabora<ve, friendly and sa<sfying place to work and where people can achieve great things.

  Sustain and enhance collabora<on with other P&S affiliates.

  Enhance and maintain diversity to facilitate culturally competent medical educa<on, clinical care, and research.

  Become one of the na<on’s “best places to work.”

Make CUMC a desAnaAon campus and great place

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CAMPUS LIFE STRATEGY 4.1:

Increase the amount and quality of academic, research, housing and recrea<onal space on campus.

a.  Implement the campus construc<on plan to enhance educa<onal, recrea<onal and study space as follows:

i.  Build new Medical and Graduate Educa2on Building.

ii.  Renovate alumni auditorium, Bard Hall recrea2onal facility, clinical student lounge and locker room, and the “Garden.”

b.  Op<mize the quality and availability of outdoor and common space for recrea<on and socializing.

c.   Increase the availability of quality, affordable housing for CUMC students on or near campus; inves<gate renova<ng Bard Hall and reuse of old School of Nursing.

d.  Create a culture of responsibility and pride in the CUMC physical campus.

e.   Create a CUMC maintenance “SWAT” team to ensure that common spaces are well-‐maintained.

f.   Develop mechanism to allocate research space that will become available when faculty are relocated to Manhahanville.

g.   Coordinate and communicate with internal and external stakeholders to mi<gate the impact of ongoing and future construc<on projects.

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Create a CUMC culture that supports personal collabora<on, professionalism, teamwork and respect for all faculty, staff, students and trainees.

a.  Develop and adopt ins<tu<onal core values and standards for professional conduct.

b.  Implement a formal change management ini<a<ve to improve campus climate and culture.

c.   Increase professional development opportuni<es for faculty and staff.

d.  Strengthen the CUMC ins<tu<onal iden<ty to include all four health sciences schools, graduate sciences division and CUMC central administra<on.

e.   Strengthen communica<on across all CUMC en<<es.

i.  Promote individual and ins2tu2onal accomplishments.

ii.  Highlight new hires, recruitments, programs, etc.

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Enhance, appreciate and leverage CUMC’s mul<-‐cultural, diverse campus community.

a.  Recognize and embrace the broadest defini<on of diversity including sex, race/ethnicity, sexual orienta<on, religion/culture, disability, economically disadvantaged and veteran status.

b.  Create a CUMC Diversity Commihee to promote and support diversity across campus.

i.  Ensure implementa2on of each school’s faculty diversity plan through oversight by the diversity commi0ee.

c.   Provide matching funds for departments hiring Underrepresented Minority (URM) tenure and tenure-‐track faculty.

i.  Match the Provost’s URM diversity investment.

d.  Expand success in recrui<ng and retaining underrepresented minority students by focusing on pipeline development and scholarship funding.

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Enhance, appreciate and leverage CUMC’s mul<-‐cultural, diverse campus community. (cont’d)

e.   Conduct focused recruitment to increase diversity amongst leadership and management.

i.  Ensure that every search includes female and URM candidates.

ii.  Cul2vate URM and female students and trainees as a pipeline for faculty recruitment.

f.   Celebrate the diversity of CUMC’s workforce through events and communica<ons.

g.   Ini<ate cultural competency training at CUMC; include exis<ng and new employees.

h.  Measure and monitor effec<veness of diversity ini<a<ves.

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Maintain and expand support services for all CUMC students.

a.  Foster joint programming across all CUMC schools to facilitate interdisciplinary collabora<on and collegiality.

b.  Facilitate collabora<ve faculty and student interac<ons.

c.   Improve campus food service quality and access.

d.  Improve student health services, including primary care and mental health services.

e.   Enhance the use of electronic communica<ons with CUMC students.

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Work with government and community leaders to enhance the surrounding neighborhood.

a.  Partner with the City, the Parks Commission, NYP and businesses to improve neighborhood streetscapes and beau<fy the campus.

b.  Improve transporta<on access to the CUMC campus and neighborhood.

i.  Establish a formal cab stand on campus.

ii.  Work with City to improve the subway sta2on.

c.   Improve campus and neighborhood security.

d.  Form a “business improvement district” with NYP, landlords and local businesses.

e.   Strengthen outreach and community partnerships.


48



49

Timeline – Next Steps

= On-site strategic planning meetings X

2011

Dec Jan Feb Mar Apr May Jun

PART 1 -‐ PLANNING RESEARCH

-‐ Activi ty 1: Strategic Planning Interviews

-‐ Activi ty 2: Environmental Assessment (INTERNAL)

On-‐site Planning Interviews X

Steering Committee Update Meeting X

PART 2 -‐ DEFINE GLOBAL DIRECTION

Steering Committee Strategic Planning Retreat X

PART 3 -‐ DEFINE STRATEGIC DIRECTION

Strategy Task Force Meetings X X X X

Steering Committee Meetings X X X X

PART 4 -‐ FINALIZE PLAN/IMPLEMENTATION PLNG

Board Meeting X

2012

Final Steering Commihee Mee<ng   June 5: Steering Commi0ee Mee2ng   June 8: Board Presenta2on


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Implementa<on and Tracking Mechanisms Are Key Outcomes

Environmental Assessment

Vision & Goals

Strategic & Tactics

Implement

Monitor & Evaluate

Adjust

…Planning is an on-‐going, con<nuous process

  Successful execu2on is key

  Balance between strategic & opera2onal pressures must be maintained

  Goals and strategies in the original strategic plan should be periodically assessed and adjusted to meet changing market condi2ons – to make the Plan a “living document”

P L A N N I N G

I M P L E M E N T A T I O N


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A. Assign Accountability

  Iden2fy implementa2on repor2ng rela2onships, project leadership, implementa2on team membership

B. Clarify Implementa<on Tasks

  Charge implementa2on champions and teams with refining tac2cs and developing business plans

C. Link Plan to Other Long-‐range & Opera<onal Plans

  Ensure that Strategic Plan drives budgets, long-‐range financial planning, capital campaigns, management objec2ves and individual performance objec2ves

D. Monitor Progress   Develop and track objec2ve measures of implementa2on progress

E. Communicate Results

  Enhance communica2on of the Strategic Plan and its implementa2on

Strategic Plan Implementa<on: Keys to Success


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Strategic Plan Implementa<on: Detailed Implementa2on Template (“The Roadmap”)

Priority Score

Accountability Resources (FTE, NSF)

Costs ($)

PRIORITY(1=high; 2=mod; 3=low)

Start Date

End Date Person 1 Person 2 FTEs NSF

ONE-‐TIME COSTS

GOAL 1: Provide superior access to patient care of outstanding quality and safety.

1.1Develop standardized care processes to drive quality and efficiency in patient care.

1 RL PA,OC

1.1.aCapture best practices and national patient safety goals, and build into TBHC care delivery models.

1.1.bMeasure, monitor and improve quality of care by developing well-‐defined care protocols.

1.1.cBuild a robust and proactive clinical risk management system.

1.1.dCreate effective and respectful communication systems with patients that strengthen patient ties with TBHC care providers.

ACCOUNTABILITYTARGET DATES

# STRATEGIES/TACTICS

ANNUAL RECURRING

COSTS

RESOURCES

Target Dates

FINAL STRATEGIC PLAN SLIDES AMC

Documents