2024 – 2028 Strategy and Action Plan
Strategic Intent
Within an enriched and thriving environment, we create and integrate vigorous alliances among our research, education, and clinical capabilities to achieve better health and quality of life for our patients, the communities that comprise our broad regional service area, and our diverse workforce.
Mission
To improve the health of people in our region and around the world through high quality patient care, education, and research.
Vision
Continue to be a global leader in collaboration and innovation to advance medicine of the highest order…MELIORA!
Pillar #1
Instill Collective Responsibility for Diversity, Equity, and Inclusion (DEI)
1.1
Strategic Priority:
Evolve our workforce and culture through the lens of DEI.
■ Develop a Department DEI statement that establishes DEI standards with avenues for accountability.
■ Establish policy on inclusive recruitment and retention processes based on URMC OEI best practices to mirror the demographics of the population we serve.
■ Develop an allyship development program to be included in new faculty onboarding.
■ Implement a Diversity Engagement Survey for faculty, staff, and trainees to guide targeted initiatives.
1.2
Strategic Priority: Integrate DEI into all our missions.
1.3
Strategic Priority:
Ensure a DEI focus in our community outreach and global endeavors.
■ Develop and implement initiatives to integrate DEI into clinical, research, and educational missions.
■ Actively engage DEI leaders in relevant DOM decision making process.
■ Routinely report QAPI results by race, ethnicity, and gender to guide DEI integration.
■ Collaborate with URMC Community Advisory Council.
■ Invest in pathway programs to increase underrepresented in medicine.
■ Offer pathways for graduates of selected international medical schools to enter our training programs.
■ Expand international collaborations to enhance diversity.
Cultivate a Thriving Workforce and Culture
2.1
Strategic Priority: Support and promote faculty and staff well-being.
■ Model approachability and transparency in leadership.
■ Amplify a culture of respect, appreciation, and kindness.
■ Celebrate faculty accomplishments.
■ Be flexible in everything we do.
■ Provide a welcoming and inclusive on-boarding experience.
2.2
Strategic Priority: Provide professional development opportunities for faculty and staff.
2.3
Strategic Priority:
Foster a culture of wellness and interactive engagement.
■ Be intentional about succession planning.
■ Foster professional development engagement initiatives and offer coaching opportunities.
■ Create a cross-cutting workforce and culture committee to align with DEI strategic priorities and to continually foster a positive culture.
■ Build robust information and best practices sharing.
■ Engage URMC resources for counsel and support.
Be Pioneers in Superior Patient Care and Public Health
3.1
Strategic Priority: Deliver world class, equitable care across our region.
3.2
Strategic Priority: Leverage modern technology to extend care in our region.
3.3
Strategic Priority: Address social determinants of health in communities serviced.
3.4
Strategic Priority: Disseminate clinical innovation and expertise around the world.
■ Maintain exceptional faculty and advanced practice providers (APPs) across our region.
■ Support multidisciplinary teams with adequate staffing, services, and space.
■ Develop our expertise on pathways and decision support to improve on best practices.
■ Ensure inpatient and outpatient referral processes lead to timely access to appropriate specialty care.
■ Expose providers and trainees to rural and inner-city practices.
■ Improve inpatient care by ensuring access to consultant services, the ability to discharge patients to Skilled Nursing Facilities, and avoiding unnecessary transfers, admissions, and readmissions.
■ Work with the UR/URMC Advancement Office to pursue philanthropic opportunities to further our clinical mission.
■ Deliver effective, efficient, and safe telehealth services across our region.
■ Increase training and coaching on the EPIC system.
■ Incorporate artificial intelligence in patient care to optimize documentation and decision support.
■ Offer formal and informal consultative advice through technology.
■ Increase diversity of faculty and APPs to mirror the communities we serve.
■ Automate assessment and response to social determinant barriers.
■ Engage with a diverse population across the geographic region.
■ Create specialty hubs at rural sites.
■ Tell our story through social media; physician-directed and patient-directed.
■ Seek opportunities for learners and faculty to present and promote their work nationally and internationally.
■ Develop support for international physician-to-physician and pharmacist consultation.
■ Recruit outstanding international faculty to strengthen world-wide ties.
Amplify Excellence and Esteem in Training and Education
4.1
Strategic Priority:
Build the strongest pipeline to all our missions.
■ Maximize recruitment for educational programs.
■ Increase retention of trainees and faculty.
■ Engage alumni in recruitment, mentoring, and retention of trainees and faculty.
■ Increase educational program and department visibility.
■ Recruit individuals who require Visas in a targeted fashion to maintain our departmental workforce.
■ Support BRIDGE and other DEI pathway programs.
4.2
Strategic Priority:
Fortify robust and competitive training programs.
■ Support the development of faculty as educators.
■ Recognize excellence in teaching, educating, and mentoring.
■ Support engagement in educational activities by promoting faculty wellness.
■ Innovate educational programs to support the workforce of the future.
■ Improve our programs through quality improvement science and graduate outcomes data.
■ Expand our international engagement and influence.
■ Improve engagement of alumni in career mentoring and philanthropy.
4.3
Strategic Priority:
Enable and promote opportunities in scholarship and research.
■ Employ a centralized pathway to training, assistance, engagement, mentorship, and skill development opportunities for all types of scholarship.
■ Centralize tracking of scholarship outcomes of trainees and junior faculty.
■ Disseminate research and scholarship findings.
■ Develop a community of PSTP leaders and investigators to amplify success of the program.
Advance Powerful and Innovative Research and Discovery
5.1
Strategic Priority: Expand research through interdisciplinary teams across diverse disciplines.
5.2
Strategic Priority: Increase and improve clinical research across the lifespan of diverse populations.
■ Build a centralized research infrastructure that provides new targeted resources while leveraging existing tools.
■ Recruit, train, support and retain research support staff and faculty with career advancement opportunities.
■ Recruit strategically to create new and support existing multi/interdisciplinary collaborations.
■ Promote philanthropy to increase the Department of Medicine Endowment that supports research activities.
■ Enhance our pre-award and post-award management of clinical trials.
■ Decrease study start-up time.
■ Increase use of automated and online resources accruals across diverse populations to improve management of clinical trials.
■ Expand sponsored investigator-initiated breakthrough clinical trials.
■ Expand our research activities in the region (i.e., city and rural areas and the aging population), including engaging our Advance Practice Providers (APPs) in clinical research.
5.3
Strategic Priority: Enhance our national and international reputation via interdisciplinary research and collaboration.
■ Initiate and expand University of Rochester-based national and international conferences and symposia that support diverse interdisciplinary research.
■ Enable international scholars to visit Rochester and collaborate with researchers.
■ Expand research beyond our borders and develop opportunities for DOM researchers to work abroad.
OUR DIVISIONS
Allergy, Immunology & Rheumatology
Cardiology
Aab Cardiovascular Research Institute
Endocrinology, Diabetes & Metabolism
Gastroenterology & Hepatology
General Medicine
Clinical Genetics
Geriatrics & Aging
Hematology/Oncology
Hospital Medicine
Infectious Diseases
Nephrology
Palliative Care
Pulmonary & Critical Care Medicine
Transitional Care Medicine
