SHARPENING OUR FOCUS FACULTY OF MEDICINE & DENTISTRY STRATEGIC PLAN
2014–2017
med.ualberta.ca
TABLE OF CONTENTS Introduction
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Our Mission
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Our Vision
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Our Values
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Strategic Priorities
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Strategic Priority 1: Engage Communities
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Strategic Priority 2: Define Excellence
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Strategic Priority 3: Organize for Excellence
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Plan Implementation
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Path Forward Principles
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Appendix A: Strategic Planning Working Group
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Appendix B: Strategic Planning Timeline
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Faculty of Medicine & Dentistry Strategic Plan 2014–2017
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INTRODUCTION Sharpening Our Focus is the four-year rolling strategic plan for the Faculty of Medicine & Dentistry (FoMD) at the University of Alberta (U of A). Sharpening Our Focus is the product of wide-ranging and ongoing consultation with faculty members, learners, support staff and administrators of the FoMD, aligned with the University of Alberta’s Dare to Deliver academic plan. Sharpening Our Focus is an extension of prior strategic planning work undertaken in the Faculty, including Our Vision – Our Future (2010) and State of the Faculty (2011). The information collected and analyzed in these past planning exercises cleared a path for the FoMD to undertake a “deep dive” and active consultative process with its stakeholders in 2012-13. In the process, faculty members, staff and learners updated mission and vision statements, defined three main strategic priorities and formulated a new strategic plan for the organization to effectively advance its mission and vision.
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Sharpening Our Focus
OUR MISSION The Faculty of Medicine & Dentistry serves the public good through excellence in medical and health professions education, research and patient care. We build partnerships essential to a high-performing academic health sciences centre.
OUR VISION To build an exceptional socially accountable Faculty through leadership in education, research and patient care and to be recognized as graduating highly skilled doctors for Canada.
Hinton physicians Erin Côté (’09 MD) and Mike Caffaro (’90 MD) enjoy the diversity of rural medicine.
Faculty of Medicine & Dentistry Strategic Plan 2014–2017
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OUR VALUES SCHOLARSHIP To discover, interpret and disseminate new knowledge that promotes and restores health.
RESPECT, COMPASSION AND CARING To use these ideals to guide how we teach our students, care for our patients and work with our colleagues.
INTEGRITY To carry out our responsibilities to patients, students and colleagues while maintaining the highest moral standards.
SOCIAL ACCOUNTABILITY To engage all levels of the broad community in order to address their priority health concerns.
EXCELLENCE To be dedicated to the highest standard of conduct in teaching, research and patient care.
PARTNERSHIP To partner in education, research and health care for the greater good of the communities we serve.
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Sharpening Our Focus
Imran Raghavji (‘13 MD) sees a patient in a U of A family clinic.
STRATEGIC PRIORITIES The Faculty has defined three strategic priorities that will enable it to serve the public good. The Faculty will meet the health needs of the communities it serves through leadership in the education of healthcare professionals and scientists and through partnerships essential to advancing a high-performing academic health sciences centre. Each priority has a desired outcome to be realized by 2017 and supporting actions for implementation. The following strategic priorities will guide the FoMD in realizing its shared vision for the future: 1. Engage Communities 2. Define Excellence 3. Organize for Excellence
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STRATEGIC PRIORITY 1: ENGAGE COMMUNITIES DESIRED OUTCOME: By 2017, the Faculty of Medicine & Dentistry will increase engagement with its constituents in order to become a more socially accountable medical school. Through this engagement, our Faculty will empower communities to improve their health status, in particular in rural Alberta and First Nations communities. ACTION 1: Survey peers and adopt a framework to become a more socially accountable medical school. OUTCOMES
»» A socially accountable framework is in place.
KEY PERFORMANCE »» Framework effectiveness as compared to INDICATORS best practices. TIMELINE
»» February 2014 – July 2014
MD Class of 2017.
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Sharpening Our Focus
ACTION 2: Deploy a more distributed MD education model that has a robust business plan to fund innovation initiatives, and that is inclusive of national and international health advocacy perspectives. OUTCOMES
»» Durable, public/private partnerships with northern/rural communities and interest groups.
KEY PERFORMANCE »» Number of Integrated Community Clerkships and/or INDICATORS clinical campuses. TIMELINE
»» December 2015 – June 2017
ACTION 3: Position the medical school to advance community engagement
initiatives through the continued evolution of the Academic Health Network (AHN) in Alberta. OUTCOMES
»» Alberta medical schools drive provincial academic medicine framework.
KEY PERFORMANCE »» Provincial agency funding of framework-aligned projects INDICATORS and programs. TIMELINE
»» June 2014 – July 2017
ACTION 4: Build a robust medical school endowment by working with
community-based health-care foundations and donors to achieve organizational excellence. OUTCOMES
»» Organizational alignment leads to greater foundation/donor engagement.
KEY PERFORMANCE »» Increase in medical school endowment by INDICATORS $250 million. TIMELINE
»» January 2014 – December 2017
ACTION 5: Extend opportunities for inclusive Academic Health Sciences Centre (AHSC) leadership interactions to public and private stakeholders. OUTCOMES
»» Strong unified, external message and communications.
KEY PERFORMANCE »» Results-based budgeting increases and private INDICATORS sector investments. TIMELINE
»» October 2013 – December 2017
Faculty of Medicine & Dentistry Strategic Plan 2014–2017
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STRATEGIC PRIORITY 2: DEFINE EXCELLENCE DESIRED OUTCOME: By 2017, the Faculty of Medicine & Dentistry will be recognized as one of the top three medical schools in Canada. ACTION 1: Position high-impact scholarship as the enabler of excellence in education, discovery science and patient care. OUTCOMES
»» New platforms for scholarship established across all missions; automatic Annual Report Online entry.
KEY PERFORMANCE »» Number of publications from faculty members and INDICATORS learners in high-impact journals. TIMELINE
»» July 2014 – June 2017
ACTION 2: Broaden the accepted definition of “research” to include
community-based research, educational scholarship and organizational innovation. OUTCOMES
»» Faculty Evaluation Committee (FEC) understands research as more than basic science.
KEY PERFORMANCE »» Faculty Evaluation Committee promotion based on broad INDICATORS definition of research and scholarship. TIMELINE
»» Annually
ACTION 3: Improve organizational culture and reward greater internal and cross-faculty collaboration. OUTCOMES
»» More inter-professional education (IPE) and translational science programs.
KEY PERFORMANCE »» Number of team grants. INDICATORS »» Number of IPE courses. TIMELINE
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»» September 2015 – December 2017
Sharpening Our Focus
ACTION 4: Prepare medical graduates to understand and serve the humanistic needs of society. OUTCOMES
»» New curriculum and degrees in health policy and public health.
KEY PERFORMANCE »» Number of graduates with special certification and/or INDICATORS degrees in health policy and public health. TIMELINE
»» December 2013 – December 2017
ACTION 5: Establish a robust faculty development program for clinician educators. OUTCOMES
»» All clinician educators certified by FoMD before interactions with learners.
KEY PERFORMANCE »» Improved clinical rotation evaluations by learners. INDICATORS »» Number of certified clinician educators. TIMELINE
»» Annually
Sarah Forgie, associate professor of pediatric infectious disease, is a 3M national teaching award winner.
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STRATEGIC PRIORITY 3: ORGANIZE FOR EXCELLENCE DESIRED OUTCOME: By 2017, the Faculty of Medicine & Dentistry will fully integrate its processes and cultivated strong partnerships in order to foster organizational excellence. ACTION 1: Review efficacy of mobile platforms and information systems for optimizing clinical teaching and research. OUTCOMES
»» Medical students and faculty are part of holistic learning environment. »» Clinical research implementation barriers are mitigated.
KEY PERFORMANCE »» Cost-efficiency measures related to IT. INDICATORS »» Number of clinical trials and patients enrolled. TIMELINE
»» May 2014 – April 2017
ACTION 2: Craft a brand re-positioning plan to enhance the medical school’s reputation, in collaboration with the University of Alberta. OUTCOMES
»» FoMD members and learners have a PR “toolkit” (i.e. templates, visual identity and protocols) developed by the University of Alberta (U of A) to support the brand.
KEY PERFORMANCE »» All source revenues increased 10% per annum. INDICATORS »» Annual reputation surveys demonstrate measurable improvement. TIMELINE
»» February 2014 – July 2014
ACTION 3: Identify and inventory existing education, research and clinical networks. OUTCOMES
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»» Enhanced network participation and cross-network connectivity.
Sharpening Our Focus
KEY PERFORMANCE »» Number of SCN leaders and participants. INDICATORS »» Number of network generated programs and IPs. TIMELINE
»» June 2014 – December 2014
ACTION 4: Facilitate opportunities for productive research and education interactions between clinical and basic scientists. OUTCOMES
»» Translational science institutes established. »» Translational science education programs established.
KEY PERFORMANCE »» Number of translational science endowed chairs. INDICATORS »» Number of masters of translational science students. »» Number of BSc biomedical science students. TIMELINE
»» Ongoing
ACTION 5: Recognize and reward team-based and other non-traditional academic activities and achievements. OUTCOMES
»» More robust enrichment programs and career options for non-traditional professional development.
KEY PERFORMANCE »» Number of MD faculty with dual degrees (i.e. MBA, Med, etc.). INDICATORS »» Number of graduates from leadership and/or PD programs (i.e. ELAM, AAMC, AFMC, etc.). »» Number of Academy Medical Educator members. TIMELINE
»» December 2013 – December 2014
ACTION 6: Consider functional and structural changes that will facilitate organizational advancements. OUTCOMES
»» More effective organizational pathways for individual and team success.
KEY PERFORMANCE »» Reduced number of structural units. INDICATORS »» Increased number of functional units. TIMELINE
»» June 2013 – June 2014
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PLAN IMPLEMENTATION
Sharpening Our Focus is a living document—the product of wide-ranging and ongoing consultation with faculty members, learners, support staff and administrators across the Faculty of Medicine & Dentistry and the University of Alberta (U of A). Plan participants, including our students, department chairs and dean’s staff, will work together to implement the strategic plan. Each person will be part of an Action Team. The Faculty Strategic Committee (FSC) is chaired by the dean. The FSC is composed of two senior scientists, seven department chairs, three vice-deans and the chief operating officer. The FSC ensures the plan’s continuing development, co-ordination and implementation and follow up. The FSC will also address resource requirements and regularly monitor the plan’s outcomes to mitigate any unexpected issues. The FSC may assign plan-based actions to department chairs, divisional directors, dean’s staff and/or directors. Such individuals will be called an Action Team Leads. The Action Team Lead will organize, align and co-ordinate assigned actions in the strategic plan. Leads will assemble teams to complete actions. Leads will manage their team’s progress and will be the key point of contact, providing regular reports to the FSC. Leads will work collaboratively with the FSC to select appropriate action team members. Each Action Team Member will be committed to positive and collaborative cross-disciplinary teamwork, and to effective two-way communications. Members will convey information in a timely manner to ensure successful actions. Members will be committed to and driven by the pursuit of excellence.
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Sharpening Our Focus
The dean has final approval of all elements of the plan. He will champion and co-ordinate plan implementation by guiding the Faculty Strategic Committee, and by advocating for the plan within the University of Alberta and broader community.
Action Team Member
Action Team Lead
Faculty Strategic Committee
Dean
PATH FORWARD PRINCIPLES Sharpening Our Focus maps the future of our 100-year-old Faculty of Medicine & Dentistry as it enters its second century. Our strategic planning process is grounded in extensive participation and wide consultation, and was informed by research and analysis. The plan’s strategies will remain realistic, achievable and sustainable. As a living document, Sharpening Our Focus will continue to evolve beyond 2017. This overarching strategic document will be informed by and shape the development of departmental plans that sub-operationalize key actions within this plan. The strategic plan will be monitored and evaluated on an annual basis each January.
Faculty of Medicine & Dentistry Strategic Plan 2014–2017
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APPENDIX A: STRATEGIC PLANNING WORKING GROUP
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D. Douglas Miller
Dean
University of Alberta, Faculty of Medicine & Dentistry
Jo-anne Nugent
Executive Director, Strategic Support
Office of the Dean
Clark Svrcek
Medical Student
MD Class of 2014
Joseph Abraham
Medical Student
MD Class of 2014
Bethany Ostrowerka
Medical Student
MD Class of 2015
Emeka Nzekwu
Medical Student
MD Class of 2015
Mara Tietzen
Medical Student
MD Class of 2015
Ryan Rozsko
Medical student
MD Class of 2015
Fraser Brenneis
Associate Professor & Vice-Dean, Education
Office of the Dean
Vivien Wulff
Chief Operating Officer
Office of the Dean
Dennis Kunimoto
Professor & Vice-Dean, Faculty Affairs
Office of the Dean
Michael Mengel
Associate Professor & Interim Chair
Department of Laboratory Medicine & Pathology
Michael Walter
Professor & Chair
Department of Medical Genetics
Lee Green
Professor & Chair
Department of Family Medicine
Peggy Sagle
Professor & Interim Chair
Department of Obstetrics & Gynecology
James Young
Professor & Chair
Department of Physiology
James Hammond
Professor & Chair
Department of Pharmacology
Xin-Min Li
Professor & Chair
Department of Psychiatry
Sharpening Our Focus
Robert Lambert
Professor & Chair
Department of Radiology & Diagnostic Imaging
Bruce Fisher
Professor & Associate Dean, Education
Faculty Affairs
Ramona Kearney
Professor & Associate Dean, Education
Postgraduate Medical Education
Tracey Hillier
Assistant Professor, Associate Dean, Education
Undergraduate Medical Education
David Zygun
Professor & Divisional Director
Division of Critical Care Medicine
Daniel Livy
Associate Professor
Division of Anatomy
Michael Murphy
Professor & Chair
Department of Anesthesiology & Pain Medicine
Charles Holmes
Professor & Chair
Department of Biochemistry
Jill Konkin
Associate Professor & Associate Dean, Community Engagement
Division of Community Engagement
Barbara Ballermann
Professor & Chair
Department of Medicine
Ian MacDonald
Professor & Chair
Department of Ophthalmology & Visual Sciences
Sandy McEwan
Professor & Chair
Department of Oncology
Susan Gilmour
Professor & Chair
Department of Pediatrics
Doug Hedden
Professor & Chair
Department of Surgery
Paul Major
Professor & Chair
Department of Dentistry
Kent Stobart
Professor & Associate Dean, Education
Undergraduate Medical Education
Chris McCabe
Professor
Department of Emergency Medicine
Hanne Ostergaard
Professor & Associate Dean, Research
Graduate Studies
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APPENDIX B: STRATEGIC PLANNING TIMELINE
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U of A president
University of Alberta unveils institutional strategic plan: Dare to Deliver
January 2011
The University of Alberta unveils its four-year Dare to Deliver strategic plan
Interim Dean Yiu
FoMD renewal process begins: State of the Faculty
August 2011
School leads and vice-deans focus a day-long retreat on discussing the desired state of the FoMD.
September 2011
A faculty-wide electronic survey is conducted.
October 2011
Members of faculty leadership, including the interim dean, vice-deans, department chairs, associate deans, assistant deans and senior faculty administrators, focus a two-day retreat on mapping the path forward for the FoMD, in particular for the next 12–18 months, while awaiting the appointment of a dean.
December 2011
A FoMD short-term strategic planning and priorities analysis is completed and appropriate actions are taken regarding its findings.
Dean Miller
FoMD launches formal strategic planning process: Sharpening Our Focus
October 2012
The newly appointed dean launches Sharpening Our Focus—a vision intended to reinvigorate the strategic planning process—with Dean’s Executive and Faculty strategic committees.
March 2012
Faculty forums are held at the two main teaching sites, the Royal Alexandra Hospital and the University of Alberta Hospital. The dean engages faculty members, staff and learners in the process of creating strategies for the organization’s path forward.
March – May 2013
Seven working groups, each comprising a member of the Dean’s Executive Committee, faculty members, community leaders, primary partners (i.e. AHS leaders) and learners, are tasked with answering foundational “big questions” about the FoMD and its goals as they relate to its core mission.
Sharpening Our Focus
June 2013
Senior faculty leaders articulate the organization’s purpose and declare its overall goals by updating the FoMD’s mission, vision and values statements for broad dissemination and feedback in August 2013.
August 2013
The Faculty Strategic Committee, comprising the dean, department chairs and senior administrative professional officers, is tasked with providing ongoing feedback.
September 2013
A faculty-wide survey is conducted to help further define the strategic goals and tactics.
September 2013
Faculty forums hosted by the dean at both major teaching hospitals and in the Medical Sciences Building gather feedback from faculty members, staff and learners regarding the key strategic goals and tactics put forward for discussion by the working group.
September 2013
Department chairs and divisional directors are provided an opportunity to offer direct feedback regarding the mission, vision, strategic priorities and the future development of the strategic planning process.
October 2013
An executive summary of the FoMD strategic planning process is completed.
October 2013
Feedback regarding the strategic priorities is captured from meetings with various student groups, associate and assistant deans and administrators.
November 2013
An inclusive strategic planning retreat is hosted to finalize strategic priorities, implementation, timelines and outcomes assessments.
November 2013
The Faculty of Medicine & Dentistry strategic plan is finalized.
December 2013
The Faculty of Medicine & Dentistry strategic plan is presented to internal partners and external stakeholders for feedback and refinement.
January 2014
Faculty Strategic Committee approves plan.
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Executive Director, Strategic Support University of Alberta, Faculty of Medicine & Dentistry 2J3.01 Walter C Mackenzie Health Science Centre Edmonton, Alberta, Canada T6G 2R7 Tel: 780-492-9651 jo-anne.nugent@ualberta.ca
med.ualberta.ca