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GIP Subcommittee on Strategic Planning and Management: Hot Topic Discussions

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The GIP Strategic Planning and Management Subcommittee is focused on efforts that include communicating best practices, hosting and planning webinars, and serving as a general resource to the strategic planning community. Over the past months, members of the subcommittee have been taking turns facilitating hot topic discussions on the monthly subcommittee calls on topics such as: developing your strategic plan, linking budget and planning, and communicating your plan. Summaries and PowerPoint slides from some of these calls are available below for your review. Please contact gip@aamc.org for more information on this subcommittee.

Match Rate Improvement Using Root Cause Analysis - September 2021

There are many tools in the continuous quality improvement (CQI) toolbox medical schools can utilize for monitoring and improvement. In her presentation, “Match Rate Improvement Using Root Cause Analysis,” Teresa Isbell from Texas A&M University College of Medicine outlined her institution’s process for improving medical student match rate using root cause analysis coupled with the Five Whys methodology. Dr. Isbell also shared their CQI action plan template for match rate improvement and how the plan was linked to the medical school strategic plan and the LCME accreditation standards.

Presenter

Teresa Isbell, PhD
Assistant Dean for Continuous Quality Improvement
Clinical Assistant Professor, Department of Medical Education
Texas A&M University College of Medicine

Material

Presentation slides (PDF)

Implementing & Operationalizing Your Strategic Plan - August 2021

Although estimates vary, it has been said that up to 70% of strategic plans fail. Typically institutions put considerable effort into developing strategic plans but then the plans often sit on a shelf, never to be implemented. In her presentation “The Implementation of Destination Excellence,” Gerona McGrath from Memorial University outlined her institution’s approach of using project management methodology to successfully implement their strategic plan, discussed what had been going well, and highlighted some areas for improvement and lessons learned.

Presenter

Gerona McGrath, MBA, MEd
Education Specialist & Project Manager
Memorial University of Newfoundland

Material

Presentation slides (PDF)

Return to Office/Campus - July 2021

Presenter

Diane Uzarski, DNP, MPH, RN
Chief of Staff, Office of the Dean
Duke University School of Nursing

Material

Presentation slides (PDF)

Hybrid Workforce - lessons learned, what works? - June 2021

This roundtable discussion focused on shared plans and experiences navigating the transition into a post-pandemic work environment by looking broadly at scenarios with all employees back onsite, some mixture of onsite and remote work, and situations where some may work only remotely.

Presenters

Gerona McGrath, MBA, MEd
Education Specialist & Project Manager
Memorial University of Newfoundland

Elaine Van der Put, PhD, MS, MSPH
Senior Associate Dean for Administration
Charles E. Schmidt College of Medicine at Florida Atlantic University

Material

Discussion notes (PDF)

Intersection of Strategic Planning & Institutional Culture - March 2021

An old adage in the business sector that “culture eats strategy for breakfast” is equally true among U.S. medical schools. Institutions must intentionally align culture and strategy in order to ensure that behaviors that lead to decisions and actions are nurtured and will lead to successful strategy execution. A few essentials to help weave culture and strategic planning at medical schools include ensuring a supportive organizational structure - one that values both culture and strategic planning, embedding culture initiatives or actions in the strategic plan, and operationalizing the institution’s values. The institution’s senior strategic planning role is a key support of the synergy between culture and planning and must be engaged sufficiently in both to ensure an ongoing healthy balance through strategy execution.

Presenters

David Hefner, EdD
Vice President, Office of Strategy & Institutional Effectiveness
Morehouse School of Medicine

Leslie Johnson, MBA
Director, Planning and Institutional Effectiveness
Office of the Dean
Western Michigan University Homer Stryker M.D. School of Medicine

Material

Presentation slides (PDF)

Organizational Structure Around Strategy & Staffing - February 2021

Strategy and/or strategic planning offices in higher education have slowly emerged over the last decade or so, including those in U.S. medical schools. Where these offices are structurally housed, who leads them, and what their scope of work entails varies from institution to institution. However, the answers to these questions and others may impact how effective these offices and leaders can be in helping achieve the strategic priorities of the institution. In February 2021, the GIP Strategic Planning and Management Subcommittee explored this issue by asking each member to share the organizational structures and functions of their offices. The exercise illustrated just how varying these offices are structured and function across AAMC member institutions.

Presenter

David Hefner, EdD
Vice President, Office of Strategy & Institutional Effectiveness
Morehouse School of Medicine

Material

Presentation slides (PDF)

Human Centered Design - December 2020

Presenter

Nick Viator, MA
Strategic Planner
The University of Texas Medical Branch at Galveston

Material

Presentation slides (PDF)

The Role of Assessment in Strategic Planning - July 2020

Assessment is often the first step in the strategic planning process, but it never stops. At the beginning of the process, planners explore internal and external forces, trends, opportunities, and threats. This provides context to the strategy and establishes a way to monitor the efficacy and relevance of the plan later during implementation. Assessment does not come without challenges. Selecting and prioritizing relevant metrics can be difficult. Often, the amount of data generated by such assessments can lead to analysis paralysis, when the group resists making a decision without reviewing all data from all angles. To avoid being overwhelmed, planners must focus on the data necessary to achieve the desired outcomes of the strategic plan recognizing that not everything has to be evaluated every year. Ultimately, assessments enable the outcomes of strategic plans to be data-driven, and data-driven strategy leads to the fastest, most efficient path to success (Jones, 2019).

Presenters

Carolyn Brayko, PhD
Director, Organizational Development & Strategic Planning
Office of the Dean
University of Nevada, Reno School of Medicine

Leslie Johnson, MBA
Director, Planning and Institutional Effectiveness
Office of the Dean
Western Michigan University Homer Stryker M.D. School of Medicine

Material

Presentation slides (PDF)

Reference

Jones, SC. Data-driven strategic planning moves missions farther faster. https://measurementresourcesco.com/2019/05/26/data-driven-strategic-planning-moves-missions/. Accessed November 13, 2020.

Campus Labs - June 2020

Presenter

Leslie Johnson, MBA
Director, Planning and Institutional Effectiveness
Office of the Dean
Western Michigan University Homer Stryker M.D. School of Medicine

Material

Presentation slides (PDF)

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