Dear Colleagues and Friends,
The first assessment of the Medical College of Georgia I ever received was from a truly trusted source, my cousin, an emergency room physician. He said, in essence, that it was a fabulous medical school that trained great doctors. After nearly 15 years on the faculty, including stints as Chair of Psychiatry and nearly five years as Dean, I truly understand that my cousin, per usual, was correct.
I have heard this sentiment time and again in conversations with our alumni, who readily share that the state's public medical school absolutely prepared them for their profession. Over the past year, as a cross section of so many distinguished individuals helped us assess and strategize a roadmap for the next five years, that sentiment continued to resonate. In fact, it became a sub-heading for this 2015-20 Strategic Plan: People Make the Place.
Dr. Peter Buckley
What will happen over the next five years is implementation of a multifaceted plan that, in alignment with Augusta University's strategic plan, Transition Forward, strengthens our very core, our teaching mission, as well as our absolutely parallel missions of research and clinical care. As with any great team, there is much synergy between these missions: They all build upon and depend upon each other for success.
And we will build them all by optimizing leadership throughout our venerable institution, which includes ensuring that the people who are the Medical College of Georgia get the professional support they need and deserve to maximize their potential. This will help ensure that we get and keep the best people, which is absolutely essential to our present and to an even stronger future. We will do all this in an environment that is diverse, inclusive, and, again, supportive. We will further engage the many alums and other friends we are privileged to have to ensure that they know what we are doing and why we are doing it, and to continue to get their valuable input. This includes, of course, our physician and hospital partners across our state, who are invaluable to the success of the Medical College of Georgia and to the education of the next generation of physicians. And, we will heighten our philanthropic efforts to ensure that our faculty, staff, students, and residents have the resources they need to do the work of the Medical College of Georgia and to improve the health of our state and nation. That, of course, takes us full circle.
It was truly an amazing time to do this level of soul searching and planning, with the transformative gifts of Dr. J. Harold Harrison and his wife Sue, and the opening of our new academic home, the J. Harold Harrison M.D. Education Commons, fresh on our minds and hearts. That already amazing venue was bolstered by so many conversations with leaders throughout our community and state about what they think of and want for this medical school.
It seems we all want the same thing and together, we will achieve it.
My endless thanks to our Strategic Plan Co-Chairs, Drs. Jack Yu and Barbara Robinson;
to the entire MCG Strategic Plan Steering Committee, which included representatives
from our campuses and partners from across this vast state; to our MCG Faculty Senate
for their incredible leadership of this important initiative; and to you for your
It is my privilege and pleasure to serve as dean of this remarkable medical school where people really do make the place.
My best always,
Peter F. Buckley, M.D.
Dean Medical College of Georgia
Since 1828, the Medical College of Georgia (MCG) has continuously evolved to meet challenges and remain innovative in teaching, clinical care, research and service.
As the state’s only public medical school, we play a crucial role in the health care of the citizens of Georgia. In 2013, as we celebrated the 186th anniversary of the founding of MCG, as well as received the transformative $66 million gift from the estate of Dr. J. Harold Harrison, Class of 1948 to MCG for scholarships and endowed chairs, we launched a year-long fast paced, comprehensive, and inclusive strategic planning process.
MCG’s strategic planning process began by building on the momentum of complementary and important prior systemwide planning activities, including the Enterprise-wide Strategic Plan and Transformation 2020. We also drew from data and recommendations of existing sources, such as Association of American Medical Colleges Faculty Forward Task Force/Survey Results and Recommendations, Augusta University Faculty Pulse Survey, feedback from department faculty meetings, MCG Task Force’s recommendation reports, Liaison Committee on Medical Education Task Forces, the Resident/House Staff Survey results, and other relevant materials. We also incorporated the work of prior clinical planning efforts. In 2013 the adoption of the Augusta University Transition Forward Strategic Plan: Discover What’s Next, set the stage for MCG to evaluate overall plans to ensure alignment with the university, as well as the University System of Georgia. Our extensive planning process also involved gathering new information including a SWOT analysis, as well as conducting an external analysis that included interviews with community leaders.
An enormous number of people contributed a great deal of work and thought to this process. Barbara Robinson, MD, Assistant Professor in the Department of Obstetrics and Gynecology, and Jack Yu, MD, Chief of the Section of Plastic and Reconstructive Surgery in the Department of Surgery, were appointed by the Dean as Co-Chairs of the MCG Strategic Plan Steering Committee. The composition of the Steering Committee was broad, diverse and inclusive of stakeholders who make up the MCG community. Membership included representation of faculty, staff, students, regional campuses, residents, alumni, donors, Augusta University Medical Center, GR Medical Associates, other Augusta University colleges, and community members. Anthony Robinson, PhD, Assistant Professor for Management, Marketing & Entrepreneurship in the Augusta University Hull College of Business, provided a Strategic Plan 101 orientation for the group and served as facilitator for steering committee activities to help keep the meetings focused and on schedule.
To foster a collaborative and inclusive approach to strategic planning, a comprehensive communications strategy was developed. As part of the strategy, an interactive webpage was constructed to provide regular updates of our progress, as well as a platform for stakeholders to offer suggestions. We were diligent in seeking feedback at each stage of the process from our many constituents. In addition to regular website updates, the progress of our planning process was presented at various faculty and leadership meetings, the MCG Faculty Senate, and numerous progress reports were provided via email.
The Provost kicked off the first meeting of the steering committee highlighting the importance of strategic planning and the alignment of our plan with the university’s planning efforts. The Dean presented his assessment of the focus areas of the medical school and charged the group to draft a plan that would move MCG to the next level of excellence.
Building on Augusta University’s Mission, Vision and Value statements, the Steering Committee appointed a subcommittee to draft the MCG Mission, Vision and Values. After several meetings, the subcommittee presented a draft to the Steering Committee. After much discussion and feedback from many MCG constituents, a consensus was developed and these statements helped to inform the entire process.
Over the next several months, the steering committee began the enormous task of synthesizing a substantial amount of information and input into a cohesive plan. Convening monthly and working diligently between meetings, the steering committee refined the six strategic focus areas that serve as the foundation of the plan and that also align with Augusta University Transition Forward: Education, Research, Clinical Care, People & Process Excellence, Cultural Transformation and Diversity, and External Affairs. Six Strategic Focus Areas Workgroups were then appointed to develop goals and tactics for each of the focus areas, with chairs that were members of the Steering Committee. The goals and tactics formulated by the workgroups were presented to the steering committee for consideration and inclusion. The draft was widely circulated to the many MCG audiences for further feedback, which was incorporated into the plan.
In December 2013, the 185th anniversary of the founding of the medical school, we held a strategic planning gathering of over 100 MCG colleagues. The gathering was held at the Old Medical College Building, as it was both fitting and inspiring to return to our first true MCG home to create the vision and opportunities that set us apart and secure our great future. Our keynote speaker, William T. Mallon, EdD, the AAMC’s Senior Director for Strategy and Innovation Development, spoke on “Strategy Development in Academic Medicine: Five Observations.” Dr. Mallon inspired the group with common sense notions on the importance of strategy, not to spend more time planning than doing and that there will have to be tradeoffs. We learned about the elements of successful planning. CoVision Inc. facilitated the event with IT consultant Laura Gramling who used high-tech software to assist us in narrowing our goals and tactics. We also fine-tuned and developed a consensus for the draft strategic plan, and captured any emergent ideas.
As a result of the open discussions that occurred at the gathering, we were able to work together for our common future and finalize the focus areas, goals, and tactics of our plan. This watershed moment for MCG successfully led us to the final stages of the strategic plan. The workgroups assembled their members again to develop measures, expected outcomes, and the key personnel responsible for each tactic. This culminated in a two-hour meeting with the Dean and Workgroup Chairs to finalize the document. The final document was then reviewed by the Augusta University President and Provost.
A Communication Plan for distribution of the strategic plan was developed. An annual retreat will be planned to review and update progress on the MCG Strategic Plan to make sure we remain focused on our focus areas and goals.
Our mission is to provide leadership and excellence in teaching, discovery, clinical care, and service as a student-centered comprehensive research university and academic health center with a wide range of programs from learning assistance through postdoctoral studies.
In supporting the Augusta University Mission, MCG will lead Georgia and the nation to better health through excellence in biomedical education, discovery, patient care, and service.
Our vision is to be a top-tier university that is a destination of choice for education, health care, discovery, creativity, and innovation.
In supporting the Augusta University Vision, MCG will be a nationally recognized leader in medicine, delivering patient-centered and technologically advanced medical education, transformative research, and exceptional clinical and preventive care, leading to healthier communities.
We adopt and support the Augusta University values. In addition, we value:
BE A NATIONAL MODEL for the successful consolidation of two higher-education institutions into one fully integrated and aligned research university.
BE A COMPREHENSIVE RESEARCH UNIVERSITY that leverages its history of excellence in health science and medical education with a strong foundation in liberal arts education and professional degrees.
BE A NATIONALLY & INTERNATIONALLY RECOGNIZED LEADER in research, discovery, and scholarship.
PROVIDE SERVICE to the local, state, national, and global communities.
OPTIMIZE OUR POTENTIAL as a whole through greater efficiency, effectiveness and productivity supporting strategic growth and development.
Provide sustained commitment to DIVERSITY AND INCLUSION across all missions.
Provide exceptional future-oriented learning experiences for physicians-in-training and other advanced-degree health sciences professionals.
Generate outstanding transdisciplinary, translational, basic, clinical, population, community-based and educational research.
Establish programs leading to clinical practice implementation of diagnostic tests and therapeutic interventions.
Promote interdisciplinary research teams and institutional support of promising technology.
Expand and seek out opportunities for collaboration and commercialization.
Develop an efficient health care system of quality and value with enhanced access to complex care.
Maximize our leadership capacity at all levels through professional growth.
Create a diverse, inclusive environment that supports faculty, students, residents, and staff.
Engage our alumni and community by advancing MCG growth through philanthropy and communications.
MCG seeks to enhance diversity in its learning environment and address health care inequities in our society by including members of the following groups in our learning community:
MCG will evaluate and revise, where needed, policies and approaches to achieve mission-appropriate diversity outcomes.
Approved: April 14, 2015
MCG is deeply grateful to all who have contributed time, energy, and ideas to our Strategic Plan, including Steering Committee members, workgroup members, and the entire MCG community – faculty, staff, students, residents, alumni, and friends.
MCG Strategic Plan Steering Committee Members
|Dr. Barbara Robinson, Co-Chair||Dr. Michael Diamond||Lee Little||Dr. Samuel Richwine|
|Dr. Jack Yu, Co-Chair||Dr. Zheng Dong||Dr. Sheldon Litwin||Dr. Olivier Rixe|
|Ralph Alee||Nikia Erickson||Dr. Michael Madaio||Dr. Anthony Robinson|
|Jeanette Balotin||Rev. Dr. Charles Goodman Jr.||Dr. Mohamad Masoumy||Dr. Richard Schwartz|
|Dr. Wendy Bollag||Dr. Richard Griner||Ian Mercier||Steven Scott|
|Dr. Buffi Boyd||Dr. Joseph Hobbs||Dr. Laura Mulloy||Dr. Jin-Xiong She|
|Dr. Peter Buckley||Dr. Anthony Hughes||Karyn Nixon||Franklin Smith|
|Joel Covar||Steven Jackson||Dr. Shelley Nuss||Dr. Bobby Thomas|
|Albert Dallas||Cedric Johnson||Dr. Julian Nussbaum||Dr. Paul Wallach|
|Dr. Scott DeRossi||Dr. Lisa Leggio||Justin Pantano|
MCG Strategic Focus Area Workgroup Members and Chairs
|Education||Dr. Neal Weintraub||Dr. Wendy Bollag|
|Dr. Paul Wallach - Chair||Clinical||Joel Covar|
|Stephen Jackson||Dr. Julian Nussbaum – Chair||Dr. Varghese George|
|Dr. Kathryn Martin||Dr. David Hess||Dr. Ralph Gillies|
|Dr. Mohamad Masoumy||Dr. Charlie Howell||Dr. Richard Griner|
|Dr. Vaughn McCall||Dr. Monte Hunter||Dr. Pamela Jackson|
|Dr. Walter Moore||Dr. James Rawson||Patricia Levins|
|Dr. Shelley Nuss||Steven Scott||Dr. Todd Merchen|
|Dr. Andria Thomas||Franklin Smith||Dr. Laura Mulloy|
|Research||Joseph Thornton||Dr. Leonard Reeves|
|Dr. Michael Diamond – Chair||Cultural Transformation & Diversity||Dr. Deborah Richardson|
|Dr. David Fulton||Dr. Joseph Hobbs - Chair||Connie Sutton|
|Dr. Ryan Harris||Dr. Tiffany Goldsmith||External Affairs|
|Dr. Nevin Lambert||Dr. Kent Guion||Jeanette Balotin - Chair|
|Dr. Lin Mei||Dr. Kimberly Halbur||Ralph Alee|
|Dr. Sandra Mobley||Dr. Feng-Ming Kong||Toni Baker|
|Dr. Anthony Mulloy||Dr. Pamela Martin||Nikia Erickson|
|Teri Perry||Dr. Betty Pace||Rev. Dr. Charles Goodman, Jr.|
|Dr. Olivier Rixe||Dr. Chris White||Scott Henson|
|Dr. Sylvia Smith||People & Process Excellence||Karyn Nixon|
|Dr. Paul Weinberger||Dr. Michael Madaio – Chair||Dr. James Osborne|
December 5, 2013 MCG Strategic Plan Leadership Gathering Attendees
|Dr. Ahmad Albasheer||Dr. Michael Diamond||Mark Lewis||Dr. Leonard Reeves|
|Ralph Alee||Dr. Zheng Dong||Dr. Eric Lewkowiez||Lael Reinstatler|
|Dr. Cargill Alleyne||Dr. Gina Duncan||Dr. Stephen Looney||Joseph Ricci|
|Toni Baker||Fathy ElLaissi||Dr. Michael Madaio||Dr. Scott Richardson|
|Jeanette Balotin||Christina Elstad||Dr. William Mallon||Dr. Olivier Rixe|
|Beverly Bella||Susan Fagan||Dr. Bernard Maria||Dr. Anthony Robinson|
|Carolyn Bertling||Dr. David Fulton||Dr. Kathryn Martin||Dr. Barbara Robinson|
|Dr. Jatinder Bhatia||Ann Gambill||Dr. Mohamad Masoumy||Dr. Peter Rosenquist|
|Dr. David Bogorad||Dr. Ralph Gillies||Dr. Lin Mei||Michael Schecter|
|Christopher Bonham||Rev. Dr. Charles Goodman, Jr.||Ian Mercier||Dr. Barbara Schuster|
|Dr. Buffi Boyd||Dr. Ruth Harris||Dr. Sandra Mobley||Steven Scott|
|Bennie Brisco||Dr. David Hess||Dr. Walter Moore||Nicholas Shaurette|
|Dr. Peter Buckley||Dr. Joseph Hobbs||Dr. Anthony Mulloy||Amy Shultz|
|Dr. William Caldwell||Dr. Charles Howell||Dr. Laura Mulloy||Dr. Granville Simmons|
|Kelly Callaway||Stephen Jackson||Dr. Janet Munroe||Dr. Sylvia Smith|
|Kerry Cartledge||Dr. Vinayak Kamath||Karyn Nixon||Dr. Terry Steyer|
|Dr. Manuel Castresana||Dr. Samir Khleif||Dr. Shelley Nuss||Dr. David Terris|
|Joel Covar||Denise Kornegay||Dr. Julian Nussbaum||Dr. Andria Thomas|
|Joanna Daglis||Dr. Natalie Lane||Dr. James Osborne||Cindy Tuttle|
|Al Dallas||Dr. George Lazari||Justin Pantano||Dr. Paul Wallach|
|Dr. Kevin Dellsperger||Dr. Lisa Leggio||Dr. Satish Rao||Dr. Jack Yu|
|Dr. Scott DeRossi||Sharon Lever|
|Only Level I Trauma Center in the region
State-wide footprint with regional campuses, only public medical school in Georgia,
Affordable tuition in comparison to other medical schools
2nd largest Children's Hospital in Georgia, only pediatric emergency department with pediatric certified ED doctors and Level 1 Pediatric Trauma Center in the region
Second largest Graduate Medical Education program in Georgia
Research focus in cardio metabolic disease, neurological disease, public and preventive health, genomics and personalized medicine, cancer and regenerative medicine
Targeted philanthropy such as $66 million gift from J. Harold Harrison, MD for student scholarships and faculty endowed chairs and the J. Harold Harrison MD Education Commons Building
Experienced and dedicated teaching faculty
Increased medical student enrollment to help meet the Georgia physician shortage
|Aging physical infrastructure
Decreasing state funding, the federal deficit and the "Sequester"
Lack of faculty – small number of faculty for size of the medical school
Poorly functioning EMR system
Reputation and image as "indigent" hospital
Inadequate IT infrastructure
Poor communication to referring physicians
Lack of constructive plans for faculty retention
Poorly coordinated multidisciplinary patient care
Inadequate resources to support clinical research and lack of research space hindering recruitment
|Improve clinical practices; enhance multidisciplinary clinical practices
Increase capacity for patients
Partnerships with other hospital and health systems
Leverage $66 million Harrison gift for scholarships and endowed chairs to increase philanthropic support
Grow clinical translational research
An overload of documentation/paperwork/administration required of all employees - from faculty to staff.
Enhance customer service
Improve quality as our first focus area
Need better contractual agreements with 3rd party payers to insure a viable revenue stream to support our many missions.
Partnerships with clinical campuses to encompass clinical care and research
Reduced state and federal support, including NIH funding
Competition for medical students
USG Strategic Imperative
An identified focus area within the framework of the 2013 – 2018 University System of Georgia strategic plan that is critical to the success of creating a more educated Georgia.
Augusta University Strategic Plan
The highest level Augusta University plan that supports the USG strategic imperatives and includes strategic priorities and organizational goals designed to meet the mission, vision, and values of Augusta University. The Augusta University strategic plan is accomplished through the mission strategic plans, college strategic plans, division plans, and unit plans.
Augusta University Strategic Priority
An aspirational and visionary statement that encapsulates a clear priority to enable Augusta University to meet its mission and achieve its vision. Supported by the Augusta University organizational goals.
Augusta University Organizational Goal
A clear statement that describes the means by which the Augusta University strategic priorities are met.
Mission-based Strategic Plan
Academic | Research | Clinical
A mission-focused plan that supports the Augusta University Strategic Plan and focuses on the relevant Augusta University mission. Includes mission strategic priorities and mission goals.
Mission Strategic Focus Area
An identified strategic focus area within the relevant mission that is supported by mission goals.
A clear statement of intention within the relevant mission supported by descriptions and specific intentions and/or opportunities.
College Strategic Plan
A college-focused plan that supports the Augusta University Strategic Plan and focuses on the relevant Augusta University mission. Includes mission-specific strategic priorities and mission goals.
College Strategic Focus Area
An identified strategic focus area within the college that is supported by college goals.
A clear statement of intention within the college plan supported by descriptions and specific intentions and/or opportunities.
Support Services Plan or
A division or unit plan that supports the college strategic plan(s), the mission-based plans, and the Augusta University strategic plan. Includes goals that can span multiple years and annual tactics and measures.
A clear statement of intention around a specific area that could span multiple years. These goals directly support the college- and mission-focused plans.
Specific activities or tasks to accomplish a goal – describes how the goal will be met.
Measure – Expected Results
A statement of expected results for a specific tactic – describes what results are expected and how to measure the achievement of the tactic.
I was delighted to share with many of you at last week’s faculty senate meeting an update on our strategic planning efforts. As so many of you know, through your invaluable contributions to the development of this five-year roadmap, aptly named MCG’s 186-Year Legacy and Future: People Make the Place, it is a long term plan, with goals and strategies that are in various states of completion. Some have made great strides and others have not even begun. But that is the intent, because MCG, your medical school, is committed to a continuous process of self-assessment and improvement.
It is important that, as an MCG family, we are all aware of what’s happening and where we are headed. Accordingly, I hope you’ll take a moment to review the slides I presented at faculty senate and the brief, high level summary of findings from last month’s strategic planning retreat, where we took our pulse to see where we are and if what we’re doing is working in each of our strategic focus areas: Education, Research, Clinical Care, People and Process Excellence, Cultural Transformation and Diversity and External Affairs.
Both of those documents are below. And check out the photo below of the stellar group of individuals who helped make sure we were on track. Thank you just doesn’t seem adequate.
With my sincerest appreciation,