2014-15 Planning Goals and Progress

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.

  • Full LCME Accreditation
  • CQI Steering Committee
  • External Review of Graduate Programs
Focus AreaEducationResearchPatient CareCommunity EngagementLeadership, Infrastructure, and Fiscal Stewardship
Strategic PrioritiesWe 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)
  • 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