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Strategic Planning Retreat

Strategic Planning Retreat. Carmel Valley Ranch February 8-10, 2002. Strengths Location on a University campus Excellence of faculty/students Small size of faculty and student body Funding from NIH and Foundations. Challenges Growth constraints due to GUP Recruitment and retention

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Strategic Planning Retreat

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  1. Strategic Planning Retreat Carmel Valley Ranch February 8-10, 2002

  2. Strengths Location on a University campus Excellence of faculty/students Small size of faculty and student body Funding from NIH and Foundations Challenges Growth constraints due to GUP Recruitment and retention Small size of faculty Institutional funding needed to support research and education A Time for Transition

  3. Some outstanding new facilities (e.g. Beckman, CCSR) Opportunities for interdisciplinary research, education and patient care Ownership of Hospitals and opportunities for translational and clinical research Becoming a Medical University Aging or declining facilities especially for education, library and research Limitation of resources for investment in new programs Ownership of Hospital in current fiscal environment Remaining a School of Medicine A Time for Transition Strengths Challenges

  4. Achieving a Future of Excellence Stanford is currently a leading research intensive medical school but to sustain and enhance its excellence in the 21st century, focus and prioritization are important. • Need for clarity on mission and vision: • Short and long term goals • Need for clarity in strategic investments: • Program, People and Capital

  5. Mission Statement “The mission of the Stanford Medical School is to be a premier research-intensive school of medicine that improves health in the 21st century through discoveries, leadership and innovations in education, biomedical and clinical research and patient care.”

  6. Strategic Planning Process OCT. NOV. DEC. JAN. FEB. APRIL 2001 2002 SEPT. BEYOND ORGANIZING RETREAT SUMMARY OF PLAN WORKING GROUP MEETINGS IMPLEMENTATION • Recommended project process and schedule • Project Organization and Participants • List of project data needs • Confirmed School and Area Mission/Vision Statements • Confirmed 10-12 Total Strategic Initiatives for FY02 and FY03 Implementation • Confirmed Implementation Plans • Confirmed Next Phase Planning Steps • Internal & external assessments and implications • Preliminary strategic initiatives • Confirm functional area mission/vision statement • Confirm and prioritize strategic initiatives • Preliminary objectives and actions • Implications on other areas • Confirm and prioritize 10-12 strategic initiatives • Confirm recommended objectives and actions for each initiative • Confirm outcome/success measures for each objective • Internal Programming • Capital Campaign • Program • People • Capital

  7. Strategic PlanningOrganization MEDICAL SCHOOL DEAN Executive Committee Town Hall Meetings Faculty Senate SENIOR ASSOCIATE DEANS STRATEGIC PLANNING WORKING GROUPS Parsonnet Nelson Nelson Rizk & Cox Stevenson tbd Hindery Pizzo Medical Education Graduate & Postdoctoral Education Research Programs Clinical Programs Academic Professoriate Information Technology Finance & Administration Advocacy, Public Policy & Philanthropy MEDICAL SCHOOL COMMUNITY

  8. Outcome and Next Steps Prioritize for Internal Organization and Development Strategic Initiatives Program/People/Capital Needs & Requirements Prioritize for Stanford Medicine Capital Campaign

  9. What to Expect • Concurrence about overarching Mission Statement • Assessment of the Strategic Initiatives that will form the “Blue Print” for the future of Stanford Medicine • Beginning the prioritization of those Strategic Initiatives that require new or redirection of resources • Over the next year, craft a bold and focused plan that, during the next decade, will assure that Stanford “improves the health in the 21st Century through discoveries, leadership, and innovation in education, biomedical and clinical research, and patient care.”

  10. FRIDAY AFTERNOON (2/8/02) Introduction Medical Education Graduate Education Postdoctoral Training Reception and Dinner SATURDAY (2/9/02) Research Programs Clinical Programs The Professoriate Finance and Administration Advocacy, Public Policy and Philanthropy Wrap-up, Review and Reactions SUNDAY MORNING (2/10/02) Discussion and Prioritization of Initiatives Implementation Planning Closing Remarks Retreat Agenda

  11. Mission Statement “The mission of the Stanford Medical School is to be a premier research-intensive school of medicine that improves health in the 21st century through discoveries, leadership and innovations in education, biomedical and clinical research and patient care.”

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