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Our Mission is to improve the health of our patients and the diverse communities we serve through excellence and leadership in education, patient care, research, and community engagement.

Our Vision is that our students, faculty, and staff will be prepared for 21st century challenges, and lifelong learning; our patients will experience exceptional care; and our communities will be healthier as a result of our patient care, research discoveries, and community engagement. We strive to be nationally recognized for excellence and leadership in key areas of education, clinical care, and community engagement.

We Value diversity, integrity, excellence, innovation, accountability, compassion, collegiality, achievement, wellbeing, resilience, and a good work and learning environment.

2014-2020 Planning Goals and Progress

Focus AreaEducationResearchPatient CareCommunity EngagementLeadership, Infrastructure, and Fiscal Stewardship
 We will integrate learning across disciplines and professions to prepare physicians and scientists for 21st century challenges and expectations.We will perform transformative research that positively impacts the health and welfare of our communities.We will provide an exceptional patient experience and high quality patient outcomes.We will integrate community engagement and diversity into education, research, and patient care.We will create and sustain effective leadership, infrastructure, and financial stewardship.
  • Proactively engage in ongoing planning and continuous quality improvement processes to exceed standards required.
  • Enhance simulation based medical education experiences for all learners.
  • Develop new preclinical and clinical interprofessional experiences
  • Continue growth in early adoption and use of education technology based on theories of adult learning
  • Improve classrooms, physical and virtual, to meet the needs of learners
  • Increase use of technology in clinical training
  • Increase scholarly productivity and medical education research
  • Significantly enhance Faculty Development
  • Strategically fill open faculty research lines
  • Continue to pursue and finalize Helmsley Foundation funding opportunity
  • Resolve unfunded investigator issue through increased accountability and consider expanded bridge grants where appropriate
  • Launch University supported $10 million fundraising campaign
  • Seek $10 million University funding match
  • Diversify funding sources through non-traditional funding agencies and sources
  • Develop succession plan across all research disciplines including exploring opportunities for joint appointments
  • Leverage the Shelby campus and elevate commitment to Infectious Disease Research - integrate related entities and programs with a single focus
Created 23 Work Teams
  • Operations Management Committee
  • Meaningful Use (MU)
  • PQRS CGCAHPS
  • Policy Standardization and Performance Metrics RCM
  • ICD-10
  • Clinical Operations
  • MSO Formation
  • Access Center
  • Branding
  • IT Initiatives
  • HR Initiatives
  • Compliance Initiatives
  • Contracting & Credentialing Initiatives
  • Communication and PR Initiatives
  • Primary Care Strategy
  • Incentive Compensation Models
  • Departmental Deficitis
  • Construction Projects
  • PIE
  • Preparation for Payment Reform
  • KOH Relations
  • Norton Relations
  • CIN
  • Expand Engaged Scholarship Activities
  • Strengthen Programs through Signature Partnership Initiative (SPI)
  • Increase collaboration with current community partners - AHEC, others
  • Identify new partners
  • Align engagement activities and engaged scholarship with Office of Faculty Affairs metrics
  • Enhance opportunities for trainees to participate in engaged scholarship
  • Design strategies for addressing statewide workforce needs
  • Increase advocacy at the national/federal level
TBD
  • Full LCME Accreditation
  • CQI Steering Committee
  • External Review of Graduate Programs
  • Increased Recruitment
  • Common Competencies
  • Interprofessional Collaboration
  • Patient Experience
  • Health Outcomes
  • High Value Care
  • Implemented CQI Review of LCME Elements
  • Proactive internal review of GME programs
  • External review of Graduate Programs
  • Expanded Residency Prep "Boot Camps" from 1 to 4
  • Implemented Patient Safety and Quality Curriculum
  • Created Integrative Faculty Development Committee
  • More faculty promoted based on Excellence in Teaching
  • Launched faculty development program
  • Increased educational scholarly activity (15%; 75%)
  • Associate Dean for Faculty Development
  • Launched Faculty Development Workshop Series
  • Enhanced support of educational scholarship
  • Increased publications/national presentations by 30%
  • Strategically recruited new research faculty
  • Multidisciplinary Research Initiatives
  • COBRE
  • Multicenter Clinical Trials
  • Increased NIH Awards by 22%
  • NIH Rank from 73 to 65
  • Diversified Grant Sources
  • Increased NIH $; Clinical Trials $ by 20%
  • Highest total research dollars in SOM history
  • Increased NIH rank from 74 to 66
  • Strategically recruited new research faculty
  • Focused approach to bridge funding (r + ROI)
  • Enhanced infrastructure RO with Grant Navigator
  • Awarded Alcohol Center
  • COBRE
  • Superfund
  • Two new Training Grants (T32)
  • Establishing Environmental Health Institute
  • Multidisciplinary research across departments, centers, and schools and basic to translational
  • Strengthening CBO & RM Patient Experience
  • PQRS Tracking Referral Integrity
  • Resolved litigation with NHC
  • Navigating KOH Relationship
  • Enhanced Passport Partnership
  • Access Center
  • Pediatric Medical Office Building
  • Primary Care/Population Health Initiative
  • Developed Access Center
  • Exploring Primary Care Network
  • Tracking referral integrity
  • Strengthening Central Billing Office
  • Assessing Revenue Cycle Management
  • Improving tracking of patient experience
  • New AAA with JH/Frazier and with UMC
  • Transitioned management of ULH to UMC
  • Developing integrated UL Health System
  • Faculty recognition
  • Student requirement for CE
  • Modified PAT Document to include CE
  • Improved Reporting Activities
  • AHEC
  • Surgery on Sundays
  • Global Health Partnerships
  • Reported CE activities increased by 132%
  • Strengthened Pipelines & Increased Scholarships
  • Strengthened infrastructure
  • Modified Faculty Search Process
  • Established requirement for medical student service learning (SL)
  • Developed staff Community Engagement (CE) Committee & tracking tool for staff
  • PAT document modified to include community engaged scholarship (CES)
  • Improved tracking of departmental activities
  • Increased CE Activities by 200%
  • Submitted comprehensive AHEC grant
  • Improved tracking of local, regional, and global SL, CE, and CES activities