About The College

STRATEGIC PLAN: Sustainability

he subject of the COM Sustainability needs to be viewed through several different lenses:

  1. The priorities, policies, and procedures the COM champions in order to survive and thrive as an institution of higher learning in training the next generation of physicians, pharmacists, and health researchers.
  2. The priorities, practices and support services the COM employs to retain students by keeping them academically, physically and emotionally healthy.
  3. The priorities, practices and support services the COM employs for philanthropic and alumni contributions.
  4. The priorities, practices, and work environments the COM maintains to ensure the health, wellness, and safety of faculty, staff and administrators
  5. The evolution and expansion of the curriculum as science, technology, and public policy dictate changes in the health care industry.

1. Strengthen and expand relationships that will advance the COM’s academic mission and financial health.
Developing more intentional relationships with various stakeholders will expand possibilities for funding and strategic partnerships. Expanding the number and quality of targeted relationships will strengthen the COM’s ability to sustain itself and grow.

2. Seek new strategic, high-value partnerships that help the COM expand its mission.
Developing new partnerships is a constant need for the COM. Potential new partnerships could include but are not
limited to:

  1. clinical faculty
  2. clinical sites
  3. skilled nursing facilities
  4. home health care organizations
  5. community groups
  6. private businesses
  7. health and human services organizations
  8. philanthropic organizations

3. Streamline processes and improve the COM efficiency and productivity through the University LEAN projects. “LEAN” is the philosophy and practice of continuous improvement which focus on increasing stakeholder value, eliminating waste and optimizing operations. LEAN is also about building a culture that respects all employees and enables them to pursue opportunities to improve their work and share ideas for continuous improvement.

Developing a LEAN culture provides a proven methodology to examine and improve work processes that can yield significant results such as:

  1. Improving the quality of work processes
  2. Reducing errors or defects in work processes
  3. Reducing costs
  4. Improving flow of the process
  5. Simplifying complex processes
  6. Reducing lead time
  7. Improving employee morale

4. Review and update contingency and succession plans to ensure continued COM operation if key personnel leave the institution, if they are unable to perform their duties, or if emergency situations threaten normal operations. The truth is: every organization will face a crisis of some type at some time. This was particularly true after having to adapt to the requirements brought about by COVID. The purpose of developing succession and emergency preparedness plans is to anticipate crisis situations. Reflecting on what was learned during the pandemic and updating any contingency and succession plans will ensure that the COM has a blueprint to follow so the organization can weather the storm and resume normal operations as soon as possible.



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College of Medicine at NEOMED