SOM Strategic Plan Update: Implementation Phase begins
Please read this note from Dr. Marschall Runge regarding details of the implementation of the SOM Strategic Plan, including a list of specific initiatives and leaders for those areas. If you are interested in participating, please review the list and contact your department chair.
Dear Faculty:
We are beginning the implementation phase of the SOM’s Strategic Plan. As you know, there are four major mission areas: research, education, clinical care and faculty. A member of the Oversight Committee (Daugird, Enarson, Goldstein, Magnuson, Newton) will lead each of the four major areas, and we have assigned “stewards” to each of the individual strategic priorities within each of the four missions. I’ve asked Cam Enarson, Bruce Wicks and Leeanne Walker to serve on the Operations Committee. They will handle day-to-day matters concerning the Strategic Plan process, deadlines, develop overall protocols concerning the implementation phase and similar matters.
Each of the defined strategic priorities below will require a team of people. I am asking that any of you who are interested in serving on a Strategic Priority Team, please let your chair know. We are seeking a broad diversity of faculty representation on these committees to include those areas of focus within the School of Medicine diversity definition as well departmental representation and rank.
I appreciate your input in this important process. The names filled in below are the Oversight Committee Member assigned to each of the four main missions and the Strategic Priority Stewards who we have already identified and have accepted the charge. Again, if you are interested in serving on any of these teams, please let your chair know.
Sincerely,
Marschall S. Runge
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RESEARCH |
Terry Magnuson |
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SP1. Set translational/multidisciplinary team science as a vision for UNC research; provide the tools needed to foster successful teams |
John Buse |
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Initiative 1: Establish team/translational science as an institutional priority; set goals for increasing team and translational science |
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Initiative 2: Facilitate the establishment of teams by providing top-down guidance as well as tools to facilitate bottom-up investigator-driven team formation |
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SP2. Stimulate team-based, translational research with targeted investments in key translational research areas |
Tim Carey |
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Initiative 1: Leverage the success of the NC TraCS and the SOM’s multidisciplinary research centers as primary homes for translational research at UNC |
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Initiative 2: Use Center for HC Innovation as a platform for translational research |
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Initiative 3: Expand efforts and invest additional resources in key areas identified for basic and translational research |
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Initiative 4: Ensure financial stability for the first year of the Biological and Biomedical Sciences Program (BBSP) |
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SP3. Streamline the organization and management of the research infrastructure to ensure it is best positioned to meet the future needs of SOM investigators |
Bob Duronio |
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Initiative 1: Develop an SOM-wide strategy for the organization/management of cores/platforms including the centralization of core/platform oversight and core consolidation, where appropriate |
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Initiative 2: Institute a systematic, metric-driven evaluation of existing research platforms to ensure investments efficiently provide faculty with vital, high-quality research resources |
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Initiative 3: Institutionalize process for evaluating new technologies, research areas and resource needs |
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EDUCATION |
Warren Newton |
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SP1. Restructure the curriculum to better prepare students to be leaders of 21st century medicine |
Julie Byerley |
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Initiative 1: Enhance student’s learning of the basic sciences and provide enhanced clinical learning opportunities for students across the curriculum |
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Initiative 2: Promote and develop additional active learning opportunities |
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Initiative 3: Introduce mechanisms that allow students to focus their educational experience and meet personalized learning goals |
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Initiative 4: Add longitudinal elements in clinical curriculum that shift more of the training towards ambulatory care |
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Initiative 5: Establish Medical Education Innovation Fund to seed innovative educational programs |
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SP2.Optimize student recruitment and admissions practices and programs to provide physicians needed for the state of NC and national leaders, in order to meet our goal of being the nation’s leading public medical school |
Tom Bacon |
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Initiative 1: Establish specific, measureable, and achievable goals for training physicians to serve the needs of NC, the US and beyond |
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Initiative 2: Establish and support recruitment and admission practices and programs that support institutional goals |
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SP3. Develop and support infrastructure that will ensure our continued ability to train physicians, both within Chapel Hill and across the state |
Cam Enarson |
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Initiative 1: Proceed with full development of clinical campuses |
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Initiative 2: Develop plans for a new educational building on the Chapel Hill campus to support planned class expansion and planned curricular innovations |
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Initiative 3: Promote and support creation of teaching practices of excellence |
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Initiative 4: Leverage North Carolina AHEC to improve clinical care and research across the entire state |
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CLINICAL CARE |
Al Daugird and Brian Goldstein |
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SP1. Establish a UNC HCS-wide quality program, building on existing efforts, to ensure the greatest possible patient safety and highest quality care for all |
Bob Sandler |
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Initiative 1: Design a comprehensive, system-wide quality initiative |
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Initiative 2: Ensure successful implementation of the quality initiative via necessary organizational change and investment |
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SP2. Establish a mechanism for innovation and entrepreneurship in clinical care delivery and financing |
David Rubinow |
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Initiative 1: Establish a Center for Health Care Innovation |
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SP3. Institute a cross SOM-HCS informatics strategy |
Brent Lamm |
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Initiative 1: Identify what organizational structures, policies and practices will be needed to facilitate and enable functional integration of clinical informatics |
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Initiative 2: Make necessary investments to realize the vision of the Carolina Data Warehouse |
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Initiative 3: Support proposal for Program in Medical Informatics |
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Initiative 4: Enable better communication between faculty and IT staff |
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FACULTY |
Cam Enarson |
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SP1. Enable data-driven management by defining and systematically tracking performance at both the institutional and individual level |
Cam Enarson |
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Initiative 1: Define, track and disseminate institutional HR performance metrics |
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Initiative 2: Define faculty performance metrics for clinical service, research and teaching |
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SP2. Align faculty performance expectations, evaluations and rewards systems |
Paul Godley |
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Initiative 1: Expand career tracks for faculty in non-traditional roles |
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Initiative 2: Align faculty rewards with performance |
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SP3. Establish programs and practices to promote and facilitate faculty success, both generally and for specific sub-groups |
Amelia Drake |
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Initiative 1: Enhance faculty benefits that help attract and retain top performers and enable faculty to be most productive |
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Initiative 2: Foster an institutional climate in which a diverse faculty thrives through programs that recruit, retain, and promote under-represented minorities (URM) |
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Initiative 3: Provide opportunities to revitalize and incentivize intellectual vibrancy among clinical faculty |
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Initiative 4: Optimize involvement, responsibilities and evaluation of Fixed Term Faculty (FTF) within the SOM |
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