Establish a simulation center

1. A needs assessment, model and business plan for a Dayton area simulation center will be developed and presented to potential funding sources.
2. Improved learning for faculty, residents, fellows and students
3. Educational scholarship on the effectiveness of the Simulation Center in enhancing student, resident, and faculty learning, e.g., publications, grant awards and poster presentations
4. Create additional high tech learning opportunities

1. 2008
2. 2011
3. 2011
4. 2012 and ongoing

Create administrative infrastructure to promote student research

1. Increased faculty involvement with student research
2. Increased curricular research offerings, electives, and awards to students for research activity

1. 2008 and ongoing
2. 2009 and ongoing

Transform many of the current electives and volunteer activities into designated Service Learning

1. Administrative support is in place and facilitating student service learning
2. Students receive credit for volunteer activities as measured by number of student service learning electives

1. 2008
2. 2009

Develop “residents as teachers” course and offer to all trainees in residency/fellowship programs

1. Inventory what is currently being done to enhance resident education as faculty
2. A generic course covering a range of teaching skills is developed and attended by at least 50 trainees.
3. Include a teaching course in every residency program

1. 07/08 AY
2. 08/09 AY
3. 09/10 AY

Develop a teaching skills course for all faculty

1. Inventory and assess current faculty teaching skills and preferences.
2. A Faculty Teaching Skills workshop will be developed and offered to faculty and attended by at least 25 participants.
3. Use technology (web-based) to increase faculty participation in faculty development and track use (perhaps by CME credit)

1. 07/08 AY
2. 07/08 AY
3. 09/10 AY

Support opportunities for faculty development fellowships and courses

1. Number of faculty participating in external faculty development programs
2. Offer advanced certificate or degree in medical education

1. 07/08 AY and ongoing
2. 2012

Lobby at the federal and state levels for increased funds, and develop process to maximize the use of the university government relations specialist

1. Improved ability to utilize government relations to advocate for Boonshoft SOM
2. Raised community awareness about the school’s achievements and contributions
3. Increase in SSI with a corresponding decrease rate in the rise in tuition

1. 2008 and ongoing
2. 2008 and ongoing
3. 2009-10

Enhance community partnershipsIncrease the number of WSP physicians (Refer to Goal 5, Objective C, Strategy 2)

1. 50 percent increase over five years

1. 2012

Increase alumni, other individuals, foundation and corporate giving

• Set targets for Capital Campaign

• Develop marketing plan

• Enhance infrastructure and resources in advancement area by adding two professional FTE’s for the Capital Campaign

• Increase university support for BSOM advancement

1. Target set
2. Marketing plan developed
3. Two FTEs added
4. Increase percent of alumni giving by 5%; Increase annual giving by 10%

1. 2008
2. 2008
3. 2008 and 2009-2012
4. Years 1-5

Target an increase in scholarships

1. Raise 5 million in scholarship support

1. Years 1-5

Educate and engage senior faculty in fundraising activities and responsibilities

1. Significantly more faculty involvement in fundraising

1. 2009

Create a visionary task force of clinical and basic science chairs, chaired by the associate dean for research, to recommend and monitor investment and achievement in research and design and implement a Planning Grant Program to facilitate preparation of major proposals

1. Task force report and recommendations

(Note – task force to be appointed by the dean)

1. 2009 and every other year ongoing

Create database of funded clinical and basic research to inform investment and facilitate synergistic interactions

1. Data base available to and used by faculty and administration – web-based if possible

1. 2008 and 2009 and ongoing

Promote clustering of researchers targeting common problems and capitalize on existing strengths and infrastructure of the School of Medicine

1. Submission of collaborative proposals

1. 2008 and ongoing

Utilize external grant consultants/lobbyists to identify and target appropriate programs, provide advocacy, and assist with grant submission (e.g. FreeMind).

1. Increased grant submission
2. Increased external funding

1. 2008 and ongoing

Align with State (e.g. Third Frontier) and Community (e.g. DDC) objectives and initiatives (including BRAC process).

1. Improved ability to compete for state funding and community investment

1. 2008 and ongoing

Create a clinical/translational research facility and develop capacity to conduct clinical trials.

1. Create laboratory space for clinical researchers
2. Increase the number of clinical trials

1. 2009 and ongoing

Hire additional established clinical investigators in clinical departments.

1. Hire 1-2 clinical investigators a year
2. Secure appropriate State, hospital partner, and/or philanthropic support for faculty hiring, start-up, and long-term support mechanisms.

1. 2008 and ongoing (both)

Increase synergy between clinical departments and between clinical and basic science departments.

1. Increased collaborative research projects and funded grants

1. 2008 and ongoing

List the principles and caveats related to strategic engagements undertaken by the School of Medicine

1. Principles and caveats presented at November 1, 2007 strategic planning meeting.

1. completed

Write a document that lists the explicit criteria describing a strategic engagement between the School of Medicine and any potential partner

1. Draft document completed

1. 1/15/08

Develop a tool that evaluates a strategic engagement with respect to:

• Education, research and scholarship value to the School of Medicine,

• Service value to Boonshoft SOM,

• Revenue for the school, and/or

• Quality of care value to the school

1. Develop rough draft of the tool and present to the Executive Committee

(Note: Not every strategic engagement will include all four domains.)

1. 2/15/08

Test and refine the tool by applying it to existing strategic engagements

1. Test and refine the tool and present the tested tool to Executive Committee for review and approval.
2. Develop and deliver a training module about the tool and how to use it for key School of Medicine faculty and administrators.

1. April-June 2008
2. July 2008 and ongoing

Raise awareness about Boonshoft School of Medicine’s desire to develop strategic engagements with WSU, emphasizing potential benefits for all parties

1. Work with Advancement to create a marketing plan with a list of potential partners.

1. 2008 and ongoing

Raise awareness about Boonshoft School of Medicine’s desire to develop strategic engagements including but not limited to VAMC, WPAFB, health care and hospital systems, and community agencies and organizations, emphasizing potential benefits for all parties.(Refer to Goal 3, Objective A, Strategy 1)

1. Work with Advancement to create a marketing plan along with a list of potential partners.

1. 2008 and ongoing