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.


Marschall S. Runge


Terry Magnuson

SP1. Set translational/multidisciplinary team science as a vision for UNC research; provide the tools needed to foster successful teams

John Buse

Initiative 1: Establish team/translational science as an institutional priority; set goals for increasing team and translational science

Initiative 2: Facilitate the establishment of teams by providing top-down guidance as well as tools to facilitate bottom-up investigator-driven team formation

SP2. Stimulate team-based, translational research with targeted investments in key translational research areas

Tim Carey

Initiative 1: Leverage the success of the NC TraCS and the SOM’s multidisciplinary research centers as primary homes for translational research at UNC

Initiative 2: Use Center for HC Innovation as a platform for translational research

Initiative 3: Expand efforts and invest additional resources in key areas identified for basic and translational research

Initiative 4: Ensure financial stability for the first year of the Biological and Biomedical Sciences Program (BBSP)

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

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

Initiative 2: Institute a systematic, metric-driven evaluation of existing research platforms to ensure investments efficiently provide faculty with vital, high-quality research resources

Initiative 3: Institutionalize process for evaluating new technologies, research areas and resource needs


Warren Newton

SP1. Restructure the curriculum to better prepare students to be leaders of 21st century medicine

Julie Byerley

Initiative 1: Enhance student’s learning of the basic sciences and provide enhanced clinical learning opportunities for students across the curriculum

Initiative 2: Promote and develop additional active learning opportunities

Initiative 3: Introduce mechanisms that allow students to focus their educational experience and meet personalized learning goals

Initiative 4: Add longitudinal elements in clinical curriculum that shift more of the training towards ambulatory care

Initiative 5: Establish Medical Education Innovation Fund to seed innovative educational programs

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

Initiative 1: Establish specific, measureable, and achievable goals for training physicians to serve the needs of NC, the US and beyond

Initiative 2: Establish and support recruitment and admission practices and programs that support institutional goals

SP3. Develop and support infrastructure that will ensure our continued ability to train physicians, both within Chapel Hill and across the state

Cam Enarson

Initiative 1: Proceed with full development of clinical campuses

Initiative 2: Develop plans for a new educational building on the Chapel Hill campus to support planned class expansion and planned curricular innovations

Initiative 3: Promote and support creation of teaching practices of excellence

Initiative 4: Leverage North Carolina AHEC to improve clinical care and research across the entire state


Al Daugird and Brian Goldstein

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

Initiative 1: Design a comprehensive, system-wide quality initiative

Initiative 2: Ensure successful implementation of the quality initiative via necessary organizational change and investment

SP2. Establish a mechanism for innovation and entrepreneurship in clinical care delivery and financing

David Rubinow

Initiative 1: Establish a Center for Health Care Innovation

SP3. Institute a cross SOM-HCS informatics strategy

Brent Lamm

Initiative 1: Identify what organizational structures, policies and practices will be needed to facilitate and enable functional integration of clinical informatics

Initiative 2: Make necessary investments to realize the vision of the Carolina Data Warehouse

Initiative 3: Support proposal for Program in Medical Informatics

Initiative 4: Enable better communication between faculty and IT staff


Cam Enarson

SP1. Enable data-driven management by defining and systematically tracking performance at both the institutional and individual level

Cam Enarson

Initiative 1: Define, track and disseminate institutional HR performance metrics

Initiative 2: Define faculty performance metrics for clinical service, research and teaching

SP2. Align faculty performance expectations, evaluations and rewards systems

Paul Godley

Initiative 1: Expand career tracks for faculty in non-traditional roles

Initiative 2: Align faculty rewards with performance

SP3. Establish programs and practices to promote and facilitate faculty success, both generally and for specific sub-groups

Amelia Drake

Initiative 1: Enhance faculty benefits that help attract and retain top performers and enable faculty to be most productive

Initiative 2: Foster an institutional climate in which a diverse faculty thrives through programs that recruit, retain, and promote under-represented minorities (URM)

Initiative 3: Provide opportunities to revitalize and incentivize intellectual vibrancy among clinical faculty

Initiative 4: Optimize involvement, responsibilities and evaluation of Fixed Term Faculty (FTF) within the SOM

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