OUR STRATEGIC INTENT: Promote a culture that demands and rewards excellence. OUR VISION: To be a...
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Transcript of OUR STRATEGIC INTENT: Promote a culture that demands and rewards excellence. OUR VISION: To be a...
![Page 1: OUR STRATEGIC INTENT: Promote a culture that demands and rewards excellence. OUR VISION: To be a world-class medical school, advancing health at the forefront.](https://reader035.fdocuments.net/reader035/viewer/2022081512/5697bfac1a28abf838c9bb15/html5/thumbnails/1.jpg)
![Page 2: OUR STRATEGIC INTENT: Promote a culture that demands and rewards excellence. OUR VISION: To be a world-class medical school, advancing health at the forefront.](https://reader035.fdocuments.net/reader035/viewer/2022081512/5697bfac1a28abf838c9bb15/html5/thumbnails/2.jpg)
OUR STRATEGIC INTENT:
Promote a culture that demands and rewards excellence.
OUR VISION:
To be a world-class medical school, advancing health at the forefront of learning and discovery.
![Page 3: OUR STRATEGIC INTENT: Promote a culture that demands and rewards excellence. OUR VISION: To be a world-class medical school, advancing health at the forefront.](https://reader035.fdocuments.net/reader035/viewer/2022081512/5697bfac1a28abf838c9bb15/html5/thumbnails/3.jpg)
Critical Strategies: Transforming Medical Care
• Leadership that transforms the culture of the Medical School by demanding and supporting excellence in all aspects of our mission.
• Research that distinguishes the Medical School through centers of excellence, scholarship, and the development of destination educational and clinical programs that change the practice of medicine.
• Education that advances all aspects of medicine through innovative teaching and learning practices that set national trends.
• Clinical Care that transforms the practice of medicine in a valued, patient-centered environment.
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Research Strategic Plan Metrics
• Sustained high quality/impact scholarship• Peer reviewed extramural grants or funding• Increase patient participation in clinical trials• Increase in the number of national awards
(HHMI, NAS)• Increase the number of collaborative
research grants
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Key Initiatives - Faculty
• Recruit 6-9 faculty as cluster hires across basic and clinical Departments, at least 2-3 physician-scientists
• Biomedical Scholars program: new hires to compete for funding in addition to start-up package
• Distinguished Scholars program: current faculty to compete for 5 year awards ($250K/yr) for research
• Dean’s Distinguished Lectureship: competitive honor for faculty making seminal research discoveries ($ award)
• Physician-Scientist Scholars program: development and mentoring for a cadre of physician-scientists
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Key Initiatives - Infrastructure
• Strategically invest in computational and physical infrastructures for tissue and specimen bio-banking
• Further develop CTSI Office of Discovery and Translation to assist vetting scientific ideas and matching ideas, PIs and resources
• Develop infrastructure to assist PIs with identifying and attainting funding sources for research
• Create high-functioning computational platforms that leverage health information technology to facilitate research
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Cluster Hire Initiative 2014
• Major recommendation from the Medical School strategic plan
• Proposals could originate from any Medical School department
• Assistant, Associate, or Full Professor recruitments
• Basic/translational/clinical within broad area of biomedical research
OVERVIEW
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Cluster Hire Initiative 2014
• Recruitment of new faculty will attract applicants with diverse technical approaches and expertise
• Defining clusters will encourage current faculty to further embrace interdisciplinary research and teaching
• Entire Medical School benefits
RATIONALE
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Cluster Hire Initiative 2014
• Two-stage application process:
1) 2-page LOI
2) 8-page full application• Proposal had to focus around a major unresolved
question in a specific area• Received 17 LOIs, invited 6 full applications• Two funded at $5M each
1) Translational Neuroscience
2) Translational Genomics in GI Cancers
PROCESS/UPDATE