STRATEGIC PLAN FOR 2013-2014
The University of Missouri School of Medicine is focused on achieving the following strategic goals. The goals were created to improve service to the school's primary customers — learners and patients — through targeted enhancements to education, research, patient care, finances, diversity and inclusion, and the school's workforce. Performance measurements connected to goals will allow the school to gauge its progress. Unless otherwise stated, the goals will be achieved by July 1, 2014.
The medical school completed this strategic plan in January 2013. School leaders spent months reviewing the school's mission, vision and values; analyzing the school's strategic advantages and challenges; and identifying goals and objectives for the following year. The extensive planning process also involved collecting input from employees and learners; working in close collaboration with MU Health Care and other partners; and articulating how leaders should set and achieve goals.
Strategic planning and other efforts at the medical school follow the Baldrige performance excellence framework for quality improvement and innovation. The MU School of Medicine adopted the Baldrige framework as its management model in 2010.
Education1. Ensure graduates are qualified for the next step in their careers
- Medical students: 100 percent of graduating seniors participating in the Match program will have a residency position by Match Day.
- Residents and fellows: 70 percent of residency and fellowship programs will have their graduates pass board certification exams at a rate equal to or above the national average for their program's specialty.
- PhD, master's degree and postdoctoral fellows: 100 percent of graduates will receive a professional position in a related area or advance to the next level of training.
2. Ensure learners are satisfied with their overall educational experience
- Medical students: 95 percent of graduating medical students will report that they were satisfied or highly satisfied with the quality of their education.
- Residents and fellows: 90 percent of residents and fellows will report that the overall evaluation of their program was positive or very positive.
- PhD, master's degree and postdoctoral fellows: 80 percent of students and postdoctoral fellows will report that they agree or strongly agree when asked if they would choose the same graduate program.
Research1. Enhance research productivity
- Increase total sponsored program expenditures by 5 percent.
- Increase number of interdisciplinary grant submissions by 10 percent.
- Increase number of publications in peer-reviewed journals by 5 percent.
2. Enhance research environment
- Increase number of patients involved in clinical trials by 10 percent.
- Streamline the process for completing clinical trial agreements to achieve an average completion time of less than 60 days.
- Increase the number of participants who complete responsible conduct of research training by 100 percent.
Patient Care1. Improve value of health care delivery
- Achieve upper decile ranking for length of stay (LOS) among University HealthSystem Consortium comparators.
- Achieve upper quartile ranking for patients who report that their physicians communicated well.
- 90 percent of eligible outpatient providers will meet meaningful use criteria.
- Achieve top quartile ranking in terms of risk-adjusted mortality and readmission rates.
- Rank below the median in terms of reportable safety events.
- Meet Group Practice Reporting Option (GPRO) criteria.
2. Increase number of patients cared for and patient access
- Increase number of distinct patients cared for with billable encounters by 2 percent.
- Achieve upper quartile ranking in terms of patients' likelihood to recommend MU for health care services.
- 70 percent of new-visit appointments will be made available within 10 business days after an appointment is requested.
Finances1. Increase revenue
- Increase revenue by improving clinical department productivity (RVU) relative to clinical full-time employees. Targets will be determined by July 1, 2013.
2. Improve cost management
- Develop strategies for improving the school's financial sustainability in partnership with its Financial Sustainability Task Force.
3. Continue working toward securing funding to expand medical school enrollment by 30 percent and develop a clinical campus in Springfield
Diversity and Inclusion1. Enhance the environment for diversity and inclusion
- 100 percent of leadership team will complete diversity and inclusion organizational change training.
- 30 percent of workforce members and learners will complete diversity and inclusion educational experiences approved by the dean's office. A list of educational opportunities will be provided.
2. Improve the environment for learners from groups historically underrepresented in medicine, as well as learners from underrepresented socioeconomic and rural backgrounds
- Engage students (with particular attention to those who self-identify as rural, socioeconomically disadvantaged, and from groups historically underrepresented in medicine) in identifying meaningful, useful and timely measures of enhanced inclusivity, cultural awareness and cultural competency and implement a survey to establish baseline data for future improvements.
3. Increase scholarships for learners from groups historically underrepresented in medicine, as well as learners from underrepresented socioeconomic and rural backgrounds
- Increase scholarship funding for medical students by 5 percent and develop a strategic plan for engaging donors, alumni and friends who are likely to support additional scholarships during the campuswide capital campaign.
Workforce1. Ensure that workforce members are evaluated with a standardized evaluation tool
- 100 percent of faculty and staff members will be evaluated annually with a standardized evaluation tool.
To provide feedback about the School of Medicine's strategic plan, including ideas for helping the school achieve its goals, please send email to email@example.com.