School of Medicine Strategic Plan
The UC San Francisco Division of the Academic Senate represents the faculty voice on many campus matters, including providing input on strategic plans. Through the School of Medicine Faculty Council (SOM FC), the Senate is currently giving feedback on the development of the School of Medicine Strategic Plan.
The SOM Strategic Plan is a document that, according to the SOM website, “aims to engage a diverse group of stakeholders across multiple geographies who, through their work together, will set a bold vision for the coming years.”
Olivia Herbert, MBA, assistant dean and chief of staff in the School of Medicine Dean’s Office, who serves on the SOM Strategic Plan Project Team alongside Catherine Lucey, MD,
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King Jr, MD, and Lucey provided an update on the current state of the SOM Strategic Plan. King said that the SOM Strategic Plan will address the future of the SOM with the ultimate goal of advancing health worldwide.
It was noted during the forum that the SOM’s Strategic Plan must align with the overall UCSF campus plans. In addition, the SOM’s plan will remain connected to and collaborate with the other UCSF entities, including UCSF Health, the other professional schools, the graduate division, and our affiliates (including Priscilla Chan and Mark Zuckerberg San Francisco General Hospital and Trauma Center, San Francisco Veterans Affairs Medical Center, and the UCSF Fresno Center for Medical Education and Research).
While it can be difficult to conceptualize all of the components, and their control points, of the many changes taking place across the campus, this article aims to describe the SOM Strategic Plan as a means of understanding strategic planning and the role of the Academic Senate in such
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Each faculty council advises and collaborates with the Dean’s office to ensure that the school runs smoothly, while following its vision and addressing its missions.
During a fall 2017 meeting, the SOM FC provided feedback on the SOM Strategic Plan to the SOM Dean’s office. The chair of the SOM Faculty Council, Nisha Parikh, MD, assistant adjunct professor of medicine in the Division of Cardiology, commented on the dynamic discussion that took place, which presented a broad range of faculty’s opinions on the plan. Parikh, and vice Chair Thomas Chi, MD, associate professor in residence of Urology, were then able to present those opinions at the subsequent Strategic Plan Retreats that they attended, in October and January.
In addition, the faculty council provided feedback in a meeting with Herbert in November 2017. That meeting focused on ensuring a successful and supportive work environment for all, including women and individuals from underrepresented minority groups, as part of the
Background Information In implementing a strategic plan for Coastal Medical Center, our consulting team has conducted many analyses and formed numerous strategies in order for Coastal Medical Center to be successful. Such assessments include an internal analysis, external analysis, gap analysis, and SWOT analysis. In conducting these analyses, our consulting team was able to better understand the internal environment, external environment, where the organization currently stands in terms of performance, and the major strengths, weaknesses, opportunities and threats that oppose the Coastal Medical Center. From our inquiry, we will be able to establish a strategic plan that best fits the organization’s needs.
I am excited to be submitting my application to Georgetown University School of Medicine, as this school’s mission and values reflect my own beliefs on the role of a physician. I believe that there is no fixed template to healthcare; medicine and health will vary across time, regions, and individuals, and as future physicians, it is crucial for us to recognize that. While standard science education is certainly critical, a broadened approach that draws on other knowledge and our own life experiences is just as essential to delivering quality healthcare. I believe that Georgetown Medical School’s tradition of “Cura Personalis” and its
Zuger’s point-by-point organization emphasizes the difference between one medical student with older traditional values, and another medical student who embodies the modern hospital standards. The traditional student is unorganized, stays late, does everything for herself, but truly cares for the patients and their families. On the other side, the modern student is clean and organized, does only what his job describes, works only his hours and nothing more. He works as a team with the rest of the staff, but he doesn’t truly care for the patients. Modern medicine has made leaps and bounds in the field of keeping people alive, but true care of a doctor also helps the patient and their family.
After analyzing the Coastal Medical Center, it is apparent that the employees and staff have no conception of the mission, vision, and values of this health care facility. In addition to this lack of structure, CMC has many projects in the midst of production that lack support of a common goal, employees are unsatisfied with their jobs, the two boards lack ability to agree on strategic decisions for the organization,, and the medical center has a dismal reputation when it comes to quality care.
Hino, R. (2013, September 25). Hospital Strategic Plans Must Go Beyond the Status Quo. Retrieved from http://www.hospitalimpact.org/index.php/2013/09/25/p4358
The Society shall also have, as ex-officio members, faculty advisors whose prerogatives shall be to advise the society.
...llnesses. The medical center prides themselves to uphold the mission and vision of University of California has put in place. The strategic plan that UCSF has put in planned has already helped with patient satisfaction, and the increase in clinical and population research. To accomplish all of the goals that UCSF have set for themselves they would need to keep with improving and stabilizing patient care and their relationship with patients `who visit or use the facilities that are offered to them. Parnassus Heights and Mount Zion campuses have achieved over the years much recognition for superb research and for their clinical trials. These are the reason why University of California – San Francisco Medical Center is to be one top 100 hospitals in America. They focus not only the patients that use their facilities but also the community in the area of San Francisco.
The program united my interest in healthcare and public health coupled with cultivating leadership and management skills. I have gained a broad exposure to the core public health disciplines, a macro-level understanding of the health care system, and honed my professional skills in direct application towards healthcare delivery. Ultimately, I aspire to practice at an urban hospital, and to have a leadership role where I can leverage my experiences and perspective to influence hospital initiatives to help underserved
After spending almost four years at Temple University as an undergraduate, the idea of continuing my education at Temple University School of Medicine more than intrigues me. Throughout my undergraduate career at Temple, I have made the effort to get involved in the Temple community and have enjoyed the connections and relationships that I have created with Temple faculty, staff, and students. Beginning in my freshman year as an executive board member of the 1300 Residence Hall Senate and continuing with my current involvement in AMSA and employment in the Office of Pre-Professional Health Studies, I have interacted with various members of the Temple administration and found that each of them are willing to go out of their way to help me and continue to challenge me to accomplish the goals that I have set for myself. In addition, other students at Temple have enhanced my learning experience through group study as well as opened my eyes to a variety of diverse cultures and points of view. As a result of these encounters, I believe that remaining the Temple family will be beneficial in my medical education.
Utopia University Medical Center (UUMC) is at the center of a thriving network of schools, clinics, and health-related organizations that serves the greater Utopian area. Established over 40 years ago, the mission of UUMC remains, as it has from the beginning, to “advance health and wellness through education, research, and patient care” through the core values of “innovation, collaboration, accountability, respect and excellence” (St Jude Hospital). With well over 375 licensed beds, UUMC had over 18,000 admissions last year and over 60,000 emergency department visits. In addition, affiliated medical clinics in the greater Utopian area had over 370,000 outpatient clinic visits. A broad set of specialty services is provided in these clinics including everything from audiology to wound care.
One article stated that over the year’s specialty areas will concentrate on areas that are more cost-effective. These areas would consist of cancer, heart and neuroscience, cogitating the aging of the baby boomers. Care for cardiovascular patients will always be continual because people are still eating fried foods. Oncology services are rising due to patients being diagnosed with cancer. Our communities are seeing an increase of aging within the population and organizations are not set up for this ‘tsunami’ of patients. The service lines that will remain to be widespread are connected to the aging population—cardiovascular, arthritis, and sports injuries, as the baby boomers stay active longer. “The increasing scope of the continuum of care,
Once the SWOT analysis is complete, my healthcare team of managers will have to address the findings and create an action plan. A strategic plan will be put together to conduct an assessment
A strategic plan is a tool that delivers guidance in achieving a mission or goal with maximum proficiency and control for an organization. Strategic planning is used to transform and revitalize organizations. The plan helps provide an inclusive understanding of opportunities and challenges both internally and externally for the organization. The plan delivers an assessment of the strengths and limitations that are realistic within the company. A well-developed strategic plan will offer a comprehensive approach and empowerment for the stakeholders involved. It is an opportunity for learning and understanding priorities that will drive the business to succeed. Jones (2010), describes how in health care organizations, strategic plans characteristically concentrate on operational and organizational goals such as when to obtain new technology, how to meet competitive challenges, and what staffing, tools, or facilities are needed to ensure organizational survival. The mission and value statements are significant in determining the quality of a strategic initiative. Forcing the organization to look toward the future creates proactive objectives in which both short-term and long-terms plans and goals are necessary in order to succeed.
If asked what strategic planning is one could interpret it as simply a road map that can guide the organization in the right direction. It is very unlikely that an organization would know which direction to take without a sense of direction. Managers are faced every day with decisions that have a major impact on the direction the organization must take, therefore, strategic planning can play an important role in guiding managers in the right direction. In other words strategic planning is a tool that management can use to give them a sense of direction that will guide them in doing a better job and to ensure that all the members of the organization are working toward the same goals
Strategic planning has a focus on stabilizing the current environment, and it also support the organization's business plans and goals. Strategic planning helps to implement new projects, new technology, consolidation of data centers, data warehouses, exponential data growth, cost of ownership, and resources available in an organization to assess the future requirements. Strategic planning analyzes the business plan, potential blockage or other issues in the current architecture, processes and their implementation in new initiatives, and processes. Strategic planning helps to formulate the ideas about the key factors that are affecting the present and future development of the organization and the opportunities offered by the environment and the competence of the organization.