Faculty Council Input Session Comprehensive Academic Planning Process

Thursday, February 12, 2004 4:30 pm.

Dr. Martin opened the Input Session with the video from Dr. Zimpher and gave the background for the Academic Planning Process.  In the College of Medicine two departments have conducted their own input session, and a Special Faculty Forum session and a Student leader session have also been held.  The plan for allocation of resources will be determined from these sessions.  Comments will be recorded and submitted to the President’s office.

Question:  What is your vision of UC’s leadership role in the 21st century?

• Question:  what is the definition of ‘leadership’?  Answer:  this refers to the university as a leader
• UC should be a leader in research and be the leading academic institution for teaching in the country
• Measured by trainees:  leader in training in doctors and post docs, both in academics and research
• Connect with community:  development of city and region. Strong and broad connections with community leadership.  Politically: much stronger now.  Help with recruitment of undergraduate students.  Involvement in community for the clinical enterprise which gives personal contact with people.  May be the only connection with the university.  In terms of branding, we do extraordinary things at the Medical Center that can be marketed to get the word out.
• UC should lead well beyond this community and develop a national reputation in research
• Need to move beyond the community of Cincinnati as well.  Important driving force of 21^st century is a global focus. UC should reach out globally on other continents.  Train from a distance learner point of view and become a leader.
• Programs in the COM in basic science and clinical science and music and engineering that are recognized – use centers of excellence and pull others along.  Lead with strengths.
• Be the preferred choice of students for Cincinnati and Ohio and even nationally.
• Strategic steps outcomes, set measurable outcomes -- number of Ohio HS students who are applying to UC.  Look at medical students the same way and increase number of UC undergrads who apply to COM.
• Quadruple endowments
• Use general financial resources to independently craft centers of excellence that would attract the ‘best and brightest’ which would enhance our reputation to have the highest reputation. 
• To get the best and brightest which leads to the kind of reputation where leading efforts in medicine are made in research and science.
• Be a leader in promoting ‘health in the public’.  As an academic health center other areas of the university should contribute input to the public health.  Includes research that will allow us to predict risk and respond to that, including information systems and education (next generation to project on that level).  Be a leader in improving the health of the public.
• Leader in inter-institutional collaboration.
• Innovation
• Leader in mechanisms of communication – we are more computer literate as an institution and nation ( with high speed computers, artificial intelligence applied to medicine, music, art)
• Leader in transfer of knowledge and ideas
• Innovation, research, health and clinical service
• Excellence in medical education, research training
• UC should have a leadership role in improving public education (primary and secondary level)
• Create a pipeline to create the downstream effect
• Leader in research
• Vision of improving the health of our public in our community. Take responsibility for improving the health of the community
• Leader in city, regional area, state, nation, and internationally
• Focus on research that links to the ‘health of the public’ – basic research and translational research to enhance our reputation.  Come to UC because that’s where the best care of a disease takes place
• International ties are important and should be utilized more
• Research should be the primary focus, or at least secondary.
• Learn research – every student graduate should be able to learn, disseminate and teach – every graduate
• Translation of research into practice. Take what we know and translate it to patients
• Part of UC is the co-op experience.  That practical application should

 

Question:  What strategic steps and resources are required to realize that future?

 

• Endowments – more money and development
• Bold idea – Millennium plan, novel funding with risk taking; use percent of endowments to take big bold steps in research; creation of a new research institute in a new area (I71 corridor); choose 2-3 focus areas that will take UC to a new higher level.
• Develop or recruit Academy level members in biomedical science and other disciplines
• Public Relations should be improved to change the ‘perception’ to make it a ‘reality’. Marketing will make us become what we already are.  Invest in Public Relations.  Companies spend millions of dollars on PR and universities should follow.
• Public/private partnerships should be developed.  Strategic partners in the private and government sectors should be increased.
• Focus on strengths:  computational medical, bioinformatics, neuroscience
• Faculty development, continuous development
• Strategies – consolidate, restructure and eliminate to gain new resources to focus on strengths.
• Destroy silos, one disciplinary institute or center
• School of Public Health if it is part of the overall vision.  Public health and health f the public are not the same.
• Leader in community health – having a School of Public Health is perception of health of the public
• Strengths: neuroscience, environmental health, pediatrics, as well as the broad categories of life sciences, biomedical sciences.
• Strengths change over time.
• Resources:  talented people, better students, more students, new faculty, new ideas, cross fertilization between departments.  Structure of university re: RPT are inhibitory. 
• Restructure university to promote interdisciplinary education and research.
• Take better advantage of the Engineering School – this interaction would be important.
• Bureaucracy restrains people from working together
• Cultures are different on the two campuses and that makes it difficult to collaborate.
• Monorail to connect both campuses as an institutional goal
• ‘Intellectual monorail’
• We cannot be great unless Cincinnati as a city is great, since Cincinnati is part of our name.

 

Question:  What outcomes should we hold ourselves accountable for in realizing this vision for UC?

·        Number of National Academy winners
·        Number of Nobel Price winners
·        Number of research grants
·        NIH grant research funding dollars
·        Increase our national ranking for research, football, hospitals
·        Number of patients, clinical volumes
·        Number of applicants to the program
·        Quality of applications
·        Number of publications
·        Per cent of offers to medial student applicants made that are accepted (yield), health status of people in community,
·        Financially stable and financial growth
·        Diversity – improving and measuring
·        Better delivery of care – measured by population choosing UC. 
·        Increased market share of patients
·        Higher patient preference to be seen at UC
·        Grow clinical programs:  international reputation reflected by patients, students and faculty who come to UC.
·        Goal for clinical programs would be:  Internationally: some reputation – National: lots of referrals– Locally: everything
·        UC known as best trauma, psych trauma – how to measure:  increase referrals and breadth of referral
·        Improve employee and student retention over the long-term
·        Alumni giving
·        Endowment (usually through clinical relationship)
·        Market share locally and regionally
·        USNWR – although imperfect they are a measure
·        Research outcomes:  including clinical research outcomes
·        Impact of manuscripts/publications
·        Phase I trials
·        Number of journal articles
·        Move basic and clinical scientists graduates to other institutions – increase referrals
·        Major discoveries that changed healthcare delivery
·        Patent dollars
Flip Chart notes from COM Faculty Forum

Academic Planning Process Input Session

 

February 12, 2004

4:30 pm.

 

Vision

·        Leader in research
·        Leader in academic institutions
·        Connection to community
·        Training excellence – placement of grads
·        Incorporation of Medical Center into University branding
·        Globalization
o       Distance/virtual education
·        Centers of Excellence
o       Branding
·        Preferred choice of students
o       Regional
o       National
·        Training of medical students, post docs, grad students
·        Reputation
o       ‘Happening’ place
o       Best and brightest here
·        Leading source of input for major health issues and policies to improve public health
·        Leader in interinstitution collaboration
·        Leader in innovation
·        Leader in mechanisms of communication
·        Leader in transfer of knowledge and ideas
·        Leader in medical education
·        Leader in graduate education
·        Leader in public education at primary and secondary levels
·        Improving health of community – city, region, nation and international
·        Cancer center where everyone wants to come to
·        Universal appreciation of research by students
o       Ability to further knowledge
o       Ability to disseminate

 

Strategy

§         Bold initiatives
§         Risk taking
§         Develop or hire Nobel Price winners
§         Better public relations and marketing of resources
§         Public-Private partnerships
§         Focus on strengths
o       Bioinformatics
o       Pediatrics
o       Computational
o       Environmental Health
o       Neuroscience
§         Reallocation of resources
§         Remake structure of College
§         School of Public Health
§         Interdisciplinary programs
o       “cross-fertilization”
o       Better use of talent
§         Restructuring of College
§         Restructuring of University
§         Monorail between campuses
o       Physical
o       Intellectual
§         Elevation of City of Cincinnati

 

Outcomes -- # of

• Nobel Prize winners
• Academy of Medicine members
• Grant holdings
• National rankings
• # of patients
• Clinical volumes
• # of applicants
• % matriculated/accepted
• Financial stability
• Financial growth
• Increased diversity
• Increased clinical market share
• Increased patient preferences
• Growth of clinical programs
• International reputation
• International patients
• International students
• Breadth of referrals
• Employee and student retention
• Alumni giving
• Endowments
• National doctor/program surveys/rankings
• Quality of manuscripts
• Impact of research
• Quality of residents
• # of grads in academic practice faculty
• Major discoveries
• Impact on healthcare delivery
• Editorial boards
• Citations