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URMC » Strategic Plan » Plan At A Glance

• The Plan at a Glance
  • The Planning Process
    • Committee lists
    • Blue Ribbon Panel
  • The Plan by Mission
    • Education
    • Research
    • Patient Care
    • Community Health
• Overarching Goals
• Signature Programs
• Key Investments
• Dentistry and Nursing Strategic Plans
• CGR's Economic Impact Analysis
• Ask a Question

The Planning Process

In September 2006, a comprehensive and inclusive planning process was initiated to help research and create the Medical Center’s new strategic plan. Eventually, more than 22 committees would be formed, with representatives from throughout the Medical Center, including academic departments, centers, administrative areas and River Campus, to provide input to our strategic directions. These committees, which ranged in size from five to over 85 participants, were organized around 12 integrated disease and departmental programs, plus other important areas such as Nursing, Dentistry and core facilities.  Each group developed power-point presentations and white papers providing a detailed analysis of the strengths and weaknesses of their particular focus here and nationally, as well as a vision for their area with the support and resources of the Strategic Plan.

Evaluating these presentations were two core groups: one focused on research issues (R-CARG), consisting of basic science chairs and center directors, with the other concentrating on clinical issues (C-CARG), comprised of clinical chairs, primary care and hospital representatives.  These groups have served as a sounding board for feedback to the 22+ committees, and generated a great deal of intellectual energy in determining our institutional strategies. As programs were reviewed, the criteria for prioritization included the following:

• Critical mass of faculty – Could we build on strength?
• Multidisciplinary focus – Does the program encompass new disciplines?
• Potential for innovation – Is the program capable of making novel contributions?
• Synergy with River Campus – Can it leverage experts from across the University?
• Potential for philanthropy – Does this program appeal to donors?
• Feasibility of obtaining required resources
• Potential for tech transfer or industry partnership
• Return on investment – How quickly could we recover our upfront investment?
• Competitive strength – How well does it compare with local and national benchmarks? 

In addition, at several points throughout the process, thorough reviews of drafts of the Strategic Plan by University leadership, as well as Medical Center Board members and University Trustees, occurred, and their insight was incorporated into the final document. Finally, a Blue Ribbon Panel was convened at the end of the process to discuss the plan's major components.

The five integrated disease programs that ultimately were selected for emphasis within the Strategic Plan have both robust clinical and research components that will permit the translational efforts we envision – from the discovery of basic biologic processes to the development of patient therapies.