NOT FINAL

Strategy 10: Improve infrastructure to bolster success

Enabling Strategy

Tactic 10a

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.

Target Completion Date: Each Q

  • 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

progress

Tactic 10b

Develop a multiyear capital plan for all types of space and facilities, including associated equipment and technologies. [some OVERLAP with Research Strategy Tactic 3E]

Target Completion Date: Q3 2021

  • 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

progress

Tactic 10c

Implement a shared administrative services model to support all mission areas.

Target Completion Date: Q1 2024

  • 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

progress

Tactic 10d

Review and recommend a structure (office, committee, and shared resources) and staffing model to ensure effective internal and external communications.

Target Completion Date: Q4 2021

  • 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

progress

Tactic 10e

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]

Target Completion Date: Q3 2024

  • 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

progress

Tactic 10f

Facilitate data sharing to advance education and research initiatives. [some OVERLAP with Partnership and Research Strategy]

Target Completion Date: Q4 2023

  • 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.

progress

Tactic 10g

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]

Target Completion Date: TBD

  • 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

progress

Tactic 10h

Develop new budget models that incorporate comprehensive funding sources and apply explicit allocation formulas that reflect the College’s values and goals

Target Completion Date: TBD

  • 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

progress

Tactic 10i

Improve HR services, particularly in employee recruitment, retention, and performance management

Target Completion Date: TBD

  • 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)

progress

Success Metrics

Metric 1 (S10M1):

Satisfaction / climate survey scores

DRAFT ONLY

Current Value:

0

Target Value:

0

Metric 2 (S10M2):

Administrative overhead expense as a % of total expenses

DRAFT ONLY

Current Value:

0

Target Value:

0

Metric 3 (S10M3):

Identification of specific areas where structure and accountability are meaningfully changed

DRAFT ONLY

Current Value:

0

Target Value:

0

Committee Notes

[This is the section where the committee chair or their designee may provide any additional notes they feel useful to update the community on committee status.]