Values Community - We will establish a culture of community that will have a transformative role in the health of the public. We are committed to educating future physicians to embrace responsibility for the health of their communities, and to be activists who advocate at the local, regional, and national level for the best care for patients and their community. Fulfilling this value will be an important metric by which we will demonstrate our success as an institution. Scholarship - We embrace a culture of broadly defined scholarship and excellence, supported by academic recognition of and investment in our faculty and students. We will establish and nurture this culture by aligning the goals of our school with those of our faculty and students. Our students will learn how to inextricably link their scholarly work with their success as physicians. Innovation - We will actively encourage collective, creative energy that, when used wisely, will move our institution forward. We will promote and reward creativity, leadership, and the courage to experiment. We will be intolerant of those who accept the status quo. We will foster a learning climate that intentionally pushes people out of their comfort zone and encourages a willingness to experiment. We will embrace change and cultivate creative tension in the spirit of progress and improvement. Learning – We value as preeminent the process and complexity of learning and will organize our school as a learning community that respects and supports the individual learning needs of our students to ensure their success. We value learning over teaching and will continuously seek to develop the skills necessary for our faculty to nurture the learning of our students and the entire community. We will celebrate the involvement of our students as they help shape the future health of our community. Our learning community will be a respectful, inclusive, collaborative environment where students, faculty and university learn and grow together. Humanism - We recognize that only through a comprehensive understanding and appreciation of the human condition will we successfully develop and nurture a culture and community of physicians who will care for themselves, their patients, and their colleagues with compassion, tolerance, respect and empathy. This commitment to a curriculum that recognizes, teaches, and rewards humanism enables us to support a culture and environment truly dedicated to healing and promoting health.
Diversity - We are committed to creating and supporting a diverse and inclusive learning community. We will foster a personal understanding of personal differences so that we may recognize the role of bias and prejudice emanating from these differences. The inclusive learning community, diverse patient care experiences, and supportive reflection will promote the ability to recognize and value the strengths of diversity in our community. Professionalism - We are committed to fostering the personal transformation of our students into physicians through a thoughtful and appropriate admissions process, a careful mentoring program, an appropriate reward system and a curriculum embedded in the student doctor-patient relationship. We believe that the virtues and behaviors that characterize a good doctor will redefine the personal identity of each student. We believe this transformation is a learned, continual process that must be thoughtfully designed, evaluated, and rolemodeled to be successful.
Strategic Blueprint
2013 2018
Patient-Centeredness - “Putting the patient first” is the organizing principle of the school. This value will create a culture of trust that fosters safe, high quality, ethically principled, humanistic care, and we welcome transparency and public evaluation of our standards and outcomes. In all decisions that require prioritization, the patient’s best interest will always be the core principle. Our ability to truly “put patients first” while being just stewards of our society’s resources emanates from this trust. Reflection - We are committed to embedding in all our learning experiences the time and skills necessary to consciously examine, interpret and understand the thoughts and feelings that emanate from intense patient encounters. Through this process of mentored self-reflection and assessment, we ensure the development of a true learning and professional community capable of nurturing the transformation from student to physician. Vision - We will foster the courage and intellectual climate to see beyond “what is,” and we develop the leaders to take us there. We pledge an unwavering commitment to prepare, adapt and lead our school and community toward achieving the goal of transforming health care for the betterment of humanity.
JK/Creative Srvcs - 16206-1-13
Our Mission The Hofstra North Shore-LIJ School of Medicine, in a culture of community, scholorship and innovation, is dedicated to inspiring diverse and promising students to lead and transform medicine for the betterment of humanity.
Our Vision To be a premier “Millennial Medical School”; To be a major contributor to the redefining of medical education; To have positively changed the University, North Shore-LIJ and the community; To have improved the health of the region.
Major Strategic Goals
Strategic Initiatives
Measures of Success
Achieve Academic Excellence in Medical Education
• Attain approved class size • Expand MD/PhD and PhD programs • Continue to assess and improve the 4-year curriculum • Implement, refine and disseminate competency-based assessment • Develop joint degree programs
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Optimize Student Experience
• Expand student affairs activities • Increase community service learning activities • Enhance recruitment & pipeline activities to attract a diverse student body • Develop student research activities • Grow endowment to support scholarships, aid & special programs • Develop Alumni strategy
• Student-run clinic by 2016 • Breadth of student clubs, national societies and interest groups comparable to fully-established medical schools by 2016 • 100% student participation in service learning activities by 2016 • Steady, 3% annual per year increase in enrollment of qualified students from groups historically underrepresented in Medicine • Graduate 30% of class with Honors in Research by 2018 • >75% of students pursuing summer research and/or additional year research or joint degree by 2018 • 50% of all student need met through endowed scholarships by 2018 • Develop Alumni Office by 2017
• Develop a diverse faculty • Enhance faculty visibility • Develop faculty skills • Enhance faculty’s national reputation
• Increase faculty participation in high-potential programs, with at least 2 faculty members per department having participated by 2018 • 100% of departments with peer-reviewed publications by 2015 • 100% implementation of junior faculty mentorship plans across departments by 2015
• Continue focused investment in core areas • Fund and recruit for new programs • Promote collaboration to encourage clinical, epidemiologic, outcomes, and comparative effectiveness research • Expand technological transfer and collaborative economic development activities
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• Develop community hospitals & providers to accommodate student expansion • Deploy tertiary & ambulatory faculties for ACE • Plan and construct expanded medical education facility • Facilitate team-based inter-professional education & learning • Promote restructuring and alignment of allied health education • Redesign GME and CME in congruence with the educational philosophy of the School of Medicine
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• Enhance role and value of the School within the community • Promote awareness and brand of School • Publish results of curriculum initiatives • Host national meetings and events
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Invest in our Faculty
Excel in Research/ Discovery
Align University and Health System Resources
Attain a Distinctive Identity
Receive full accreditation from the LCME by 2015 USMLE Step 1 and 2 scores in top decile nationally Receive NIH MSTP grant and philanthropic funding Residency program assessment of graduates’ quality National recognition for educational program and assessment process Institute MD/MPH by 2014
5% growth per year in number of peer-reviewed publications by faculty 10% growth over 5 years in federal funding of research Develop cardiovascular research institute by 2018 Establish leadership role for Department of Population Health by 2017 Increase of 10% in technology transfer activities by 2018 Success of external activities, including the Cleveland Clinic affiliation
Successful implementation of ACE Complete new facility by 2015 Establish Advanced Practice Nursing Program Establish a School of Health Sciences and Human Services focused on team-based, inter-professional education and clinical experience • Increase number of residents and faculty enrolled in University degree programs • Increased competitiveness of residency and fellowship program applicants • Increase the retention of UME and GME graduates in the Health System Patient evaluations of students Increase the retention of UME and GME graduates in the Health System-affiliated community practices Improvement in health status indicators and patient satisfaction Measure success of Pipeline Program by retention rate and career choice National recognition for educational program and assessment process Sponsorship by each clinical department of a national or regional program by 2018