Paul Biddinger began
the input session at 4:05 pm by explaining that the purpose of the session is
asking faculty to give input on where the University of Cincinnati
should be going in the future and how to get there.
The introductory video
by Dr. Zimpher was played. Dr. William
Martin, Dean of the College
of Medicine, gave background
information regarding the UC Master Plan and the planning process for the future
of UC. Dr. Martin attended a December,
2003, meeting on West Campus with facilitator in which the process of gathering
information from all constituents organized to take place in two input sessions
– the first now and the second in 4-6 weeks.
Comments of this session
will be recorded and sent to Dr. Zimpher’s office for collation.
Discussion: What
can we do to enhance the reputation of UC?
Question #1: What is your vision of UC’s leadership role
in the 21st century?
C: Leader in research
that fulfills the research mission will also be leader in education
C: Where does UC fit
in clinical care? Does the public think of UC in terms of personal care? We
need a leader in clinical care.
C: Community role –
UC should take a lead in solving some of the problems in the city. UC is pretty much in isolation – need moral
leadership and “think tank” [for community issues]
C: UC should think ahead to grab the leadership
of the future in virtual education and step out of the box and lead many colleges
and universities in Ohio. Be first to develop virtual curriculum with
innovative education curriculum
C: Leader in research to whom – state funding,
NIH? Comprehensive medical school will
be more encompassing. Including activity
in local political scene
C: Not everyone understands research the same way
– East campus is biomedical research
C: Want to be seen as the THE university of the
state of Ohio. THE research intensive university in Ohio (as opposed to OSU
or CWR).
C: Advanced training in medicine and biomedical
science
C: Advanced training nursing
C: Interactive medical research: university has other fields with other opportunities.
The COM will be stronger working with other people – collaborative biomedical
research
C: Translational research; symposia, marketing,
regional, national and international
C: Academic mission is tripartite – what specific
areas do we focus on?
C: Practical achievement of goals will build on
current strengths. Need to evaluate current
strengths – neuroscience, pediatrics, environmental health – and build on them.
C: UC should be seen as the place for education
of professionals – postgraduate training for community physicians
C: Clinical care for the poor – in the community
we live and connect with the city – offer superb care for the poor
C: Economic medical care especially for the elderly
including new innovative programs for geriatric care.
C: UC needs a much more effective public relations
mechanism, which we don’t have at all now.
C: Medical safety – deliver good care economically
C: Develop a catch word – ‘gene based therapy’
and ‘gene based diagnostics’ – build wave of the future and we need to get in
it.
C: UC could have a major
impact on the health of the community outreach
C: Partner with community, give back
C: Population research – world population increases
C: School
of Public Health for the
medical center
C: Local and national leadership
C: UC should invest in providing national leadership.
In an area that affects everyone: aging,
bioterrorism, nanotechnology, computerization of care, bioinformatics. Excel in an area so that everyone thinks of
UC when they hear of that area.
C: 40% not covered by insurance – keeping medical
care affordable. COB, COL and COM could collaborate
on solution to healthcare problem or by addressing major health policy issues,
healthcare reform or healthcare delivery in US.
C: Develop track in COM with a track with MBA,
MD, -- specialty track in medical school.
C: Durable education – looking at graduates what
is effect of our teaching 5 or 10 years down the line?
C: Leverage strengths
on both campuses for IT to be a national leader on a focused area of bioinformatics,
library services, information transfer, or knowledge management.
C: Dissemination of medical knowledge via computer
systems. Patient doctor interaction –
distance
C: Capitalize on the halo effect to be good/excellent
in ONE area with clear visible leadership to spill over in another area
Question 2:
What strategic steps and resources are required to realize that future?
C: Philanthropy
C: Next step to a higher level requires a major
input – through philanthropy, partnerships, leveraging.
C: Partnership with existing businesses or industry.
C: Attract new business
– take some current resources to invest in new areas. Bring in other groups
to partner with us as incubator of biotech
C: Source of philanthropy: emeriti and alumni
C: Alumni should give more
C: How to engender loyalty to the institution. Give out of a sense of debt and belonging.
UC does not generate a high sense of belonging and sense of attachment
and a sense of pride.
C: Continue to raise research funding dollars from
NIH
C: That’s a goal, what’s the strategy? Can’t bring in more ourselves. Need top flight, focused research recruiting. Need to recruit research stars.
C: Define star:
Championship recruiting is a Nobel in medicine and science.
C: National
Academy member
C: 40 years ago MIT had no Nobel prize winners
and now they do. “National championship”
will bring in more donations. A winner
in science is a Nobel winner or a National
Academy winner.
C: National championship winner will build success
around itself
C: Make the place bigger with high numbers of research
recruits, or build around 1-2 stars
C: Build XYZ institute and non-departmental structure
that would allow development of new programs and new stars.
C: Genomics – physicists,
molecular biologists, mathematician
C: Plans for building: facilities and utilities
C: Resources are buildings and research space
C: Need more research space
C: How to build clinical faculty to assist Cincinnati, and research
faculty? Need to focus on one goal and
not overcommitment.
C: Not enough time for MDs or PhDs – who looks
at the horizon?
C: How to free people’s time to address these issues.
C: Need a reward system – incentive-based program
to reward excellence
C: Redefine ourselves once we decide on a mission
– with constant redefinition. We should
be strategic planning ourselves outside of the UC process.
C: Clinical efficiency – if practices existed as
a coordinated salary-based group. Integrated group practice
C: Bricks – how to put mortar between the bricks
to connect COM with COL,
etc. Facilitates the interdependence.
Mechanisms to connect the thoughts and continue to connect until the
stable unit is formed.
C: DAAP is another possible partner, as well as
Engineering
C: National
University at Cincinnati – name change to change image of
the city
Question 3: What outcomes should we hold ourselves accountable
for in realizing this vision for UC?
How do you know if something
works:
C: Buildings and turf – move east because there
is room. Acquire land while land is available.
C: Teaching: top tier medical student applicants and top
tier residents, fellows and grad students. Research:
triple, quadruple NIH grants, increase center, PPG grants, patents and
increase entrepreneurship. Clinical: become a referral center where the name is known
nationally and internationally. Define
quantitative measures of success.
C: Quantitative measure: Research: enhanced
NIH ranking (top 20 or top 10). Clinical:
private payment dollars increasing, USN&WR ranking, number of specialty
rankings in the report, outside institution ranking (Leapfrog for safety), accreditation,
national and international referral base, increased market share in local community.
C: How to increase and measure reputation.
C: What is the definition of star faculty? NA membership, IOM, editorship, Nobel, widely
used textbook authors, grant holders.
C: Promote our own faculty to gain recognition
– need PR department.
C: Outcome measure: # of times UC faculty mentioned
in national and international news
C: Need better PR department
C: Outcome for education: where do the senior students go?
C: Percentage of students going into academics
C: How to measure perception of community: gifts? Board
members with names in lead story, above-the-fold of the Enquirer.
Number of hits in local media
C: Outcome and strategy: annual celebration of important things that
happened. How to be permitted, in the
university context, to have the freedom to celebrate COM as a unique identity.
Freedom to market and congratulate ourselves as a newsworthy event.
C: Tell the world there are people worthy of praise
here.
C: The Dean’s List is good, but there needs to
be a way to disseminate good information to outside sources using marketing
and PR.
C: Develop a Center in systems biology to have
“one of the dozen centers nationally”.
C: Once a year there would be a ball or event even
bigger than the Heart Ball that all the ‘everybodies” in Cincinnati attend: give big annual awards in basic science, community
science, clinical science and innovation.
C: Measure financial growth of the institution,
growth in reserves, stability of finances
C: Very little of COM funding comes from the state.
What are financial measures to use to reflect growth?
C: Think big. Raise
$1 billion. Capital campaign with specific
components for the COM to achieve the goals we’ve set – recruit a Nobel Prize
winner, build two institutes, etc.
The meeting was completed
at 5:20 p.m.
Recorder:
Julie
Valente
College of Medicine
558-7336
Special Faculty
Forum – College
of Medicine
Comprehensive
Academic Planning Process Input Session
Flip Chart Notes
§
Vision
o
Leader
in research
o
Leader
in community
o
Leader
in clinical care
o
Moral
leadership
o
Think
Tank
o
Leader
in virtual communication
o
Leader
in innovative education
§
Interactive research
o
Collaborative
o
Translational
§
Meetings, symposia,
regional, national, international
§
Gene-based Dx
and Rx
o
Build
on strengths
§
Neuroscience
§
Environmental
§
Pediatrics
§
Community
o
School
of Public Health
o
Population
Research
o
Long
term impact of education
§
Incubators of
biotech
§
Increase alumni
giving
§
Increase sense
of belonging
§
Increase sense
of price
§
Bearcats win
title
§
Effective incentive/reward
system for excellence
§
?Name change
of UC
§
Outcomes
o
More
buildings and land
o
Top
tier applicants
§
Medical students
§
Graduate students
§
Residents and
fellows
o
Increased
market share at University
Hospital
§
UH as the “place
to go”
§
Reputation, Reputation,
Reputation
o
More
star senior faculty
§
Academy
of Medicine, National Academy
of Science
§
Editors
§
Text authors
§
Grant holdings
§
Vision
o
Producing
humane doctors
o
Comprehensive
medical center
o
Biomedical
Research
o
“The
University” in the state of Ohio
§
main research
university
o
Advanced
training
§
Medicine
§
Biomedical science
§
Nursing
§
CME for community
§
Superb care for
the poor
§
Economic care
for elderly (new, innovative)
§
More effective
PR
§
Medical safety
§
Impact of health
of community
§
Local and national
leadership
o
Nationally
targeted
§
Widespread impact
§
Recognized excellence
o
Synergism
between Colleges to address healthcare issues
§
Law
§
Business
§
Educational tracks
o
Focus
on bioinformatics
§
National leadership
§
Knowledge management
§
Knowledge dissemination
§
Educational focus/tracks
§
Halo effect of
excellence
§
Strategic steps
o
Funds
§
Philanthropy
·
Alumni
§
Fund raising
§
Partnerships
·
Industry/business
·
Existing and
new
§
NIH
·
More research
recruits
·
More “stars”
o
Define
medical stardom
§
Recruit Nobel
Prize winner
§
Able to grow
programs
§
Research Institutes
·
Nontraditional
structures
·
Broad spectrum
of talent/abilities
§
More research
space
§
Coping with overwork
and overcommitment
§
Strategic Planning
o
Integrated
group practice
§
Outcomes
o
Increased
grants and funding
o
Increased
NIH ranking
§
Clinical Care
o
Ranked
programs increase
o
Treatment
facility of choice
o
One
of safest
o
From
local ® regional ®
national ® international referrals
§
Better promotion
of faculty
o
Newspapers
o
Magazines
o
TV
§
Where do students
go?
o
Prestige
level
o
Academics
§
Media hits
§
Movers and shakers
involved
§
Unique identity
of COM
§
Attraction of
media attention
§
Attraction of
donors
§
External “Dean’s
List” equivalent
o
Get
out the good news
o
New
Centers/Institutes established
o
Big
annual ball
§
The place to
be
§
Big awards
o
Financial
growth
o
Set
big fundraising goal and achieve it
