Strategy 10
Improve infrastructure to bolster success
Strategy 10 Heading link
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Target Completion Date: Each Q; Progress: 30%
Develop the framework and process for regularly communicating the COM’s financial position and operating performance, across all functional and campus units, so that individuals are informed and able to identify efficiencies, improvements, and cost savings.
Key Activities
- Create mechanisms and forums for each key audience: eg, reactivate Faculty Fiscal Advisory Committee; continue UMSC Committee on Tuition & Student Fees; College Faculty Executive Committee; COMA/DAO’s for
- Develop standard report(s) and KPI’s and then communicate regularly about those; includes building dashboards in Tableau
- Is peer group bench marking part of this? If so, need to finalize list of peers
- Enrollment planning – engaging UI COM community in discussions about ideal size, composition of the student body, determine whether coming demographic cliff will impact medical student demand
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Target Completion Date: Q3 2021; Progress: 55%
Develop a multiyear capital plan for all types of space and facilities, including associated equipment and technologies. [some OVERLAP with Research Strategy Tactic 3E]
Key Activities
- Determine weight to give for public appearance of common spaces (e.g. incl Admissions offices, Dean’s office, lobbies); balance of programmatic investment & aesthetics vs infrastructure gaps/deferred maintenance problems
- Share plan developed by Nick Kane and his team via Facility & Space Planning website and Box folder
- Update plan with opportunities to repurpose space freed by employees working from home
- Address student housing needs especially with respect to taking advantage of opportunities cross-campus (possible options: partner with private developer, or specific residence hall for medical students, or acquire property near the campuses)
- Access to and sharing of Univeristy deferred maintenance needs and priorities
- Analysis of completed projects to determine full/final actual cost, as compared to initial estimates
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Target Completion Date: Q1 2024; Progress: 37%
Implement a shared administrative services model to support all mission areas.
Key Activities
- Identify gap areas in need of shared services (e.g. research admin, HR, IT)
- Select or develop relevant job descriptions
- Identify any potential staff for reassignment to shared service center
- Recruit staff into these positions
- Develop workload benchmarks for each kind of FTE/service
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Target Completion Date: Q4 2021; Progress: 38%
Review and recommend a structure (office, committee, and shared resources) and staffing model to ensure effective internal and external communications.
Key Activities
- Create initial draft plan for Dean’s review
- Ensure that marketing resources are spent on programs and activities that have international appeal (high-margin activities)
- Coordinate between Advancement communications and college-wide communications
- Coordinate between region-specific communications and college-wide communications
- Coordinate between departement-specific communications and college-wide communications
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Target Completion Date: Q3 2024; Progress: 61%
Implement and/or improve on technology solutions to support collaboration in education, research, and clinical care across all sites.[some OVERLAP with Partnership and Research Strategy]
Key Activities
- C4 project underway, nearing completion at 4/2021
- Chancellor’s classroom A/V initiative – facilitating distance ed in more classrooms
- We’ve implemented Epic – now need to optimize
- Student data systems – supporting admissions, registration, financial aid, assessment of student achievement, etc.
- Systems to support research enterprise – human & animal protocols, proposals, awards; ensure that there is consistency.
- Survey of communication/collaboration technology solutions in place (Zoom, Slack, Teams, Webex, etc.)
- Comprehensive plan for simulation use in education; sharing of platforms across all sites & programs
- Need for a better infrastructure supporting management decision-making; dashboards, KPI’s; accessible to all relevant decision-makers; data for decision-making
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Target Completion Date: Q4 2023; Progress: 44%
Facilitate data sharing to advance education and research initiatives. [some OVERLAP with Partnership and Research Strategy].
Key Activities
- Create shared database to support training grant proposals
- Identify expertise and research interests across the College (maybe into the faculty profile tool?) so faculty can more easily connect with potential collaborators
- Funding opportunities.
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Target Completion Date: TBD; Progress 44%
Develop standardized contract templates to facilitate speedy execution of different business opportunities, partnerships, and affiliations (includes contracts for IP and training programs) [some OVERLAP with Partnership and Research Strategy].
Key Activities
- Create database to track performance [may be supplanted by UI system effort with Contract
- Encourage additional staffing in central business offices
- Create and disseminate templates for standard kinds of agreements
- Increased training and education is another potential solution
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Target Completion Date: TBD; Progress 30%
Develop new budget models that incorporate comprehensive funding sources and apply explicit allocation formulas that reflect the College’s values and goals.
Key Activities
- Advocate for University resource investments in COM programs (eg, portion of new Mackenzie Scott gift to address student success)
- Develop budget for medical student education, possibly education RVU model (cf wRVU)
- Develop State fund allocation model
- Develop model for allocating $ from funds flow agreement(s) between Chicago clinical departments
- Explore IT tools/systems to support budget models and budgeting process; may incl better ways/tools to track faculty effort
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Target Completion Date: TBD; Progress 20%
Improve HR services, particularly in employee recruitment, retention, and performance management.
Key Activities
- Advocate for adequate staffing in University offices (HR, Faculty Affairs, OAE)
- Negotiate service level agreements with University offices
- Establish staffing ratios for HR associates across the College (FTE handled by each associate)
Success Metrics Heading link
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Satisfaction / climate survey scores
DRAFT ONLY
Values
Current Value: 0 Target Value: 0 -
Administrative overhead expense as a % of total expenses
DRAFT ONLY
Values
Current Value: 0 Target Value: 0 -
Identification of specific areas where structure and accountability are meaningfully changed
DRAFT ONLY
Values
Current Value: 0 Target Value: 0