Finance and Administration
Mission and Goals
The mission of the Stanford University School of Medicine Administration, acting as partners with the faculty and students, is to provide the administrative and financial infrastructure to support the School's pursuit of excellence and innovation in education, research, and patient care.
We envision an alignment of the administration with the medical school's faculty and students that ensures our role as extraordinary supporters and true partners in the pursuit of the medical school's mission.
We support our mission and the fulfillment of this vision by striving to meet the following goals:
- Create a responsive administrative organization that provides the resources, infrastructure, and incentives required to support the School's activities in education, research, and patient care.
- Ensure optimum use of the School's resources.
- Create a culture that encourages a well-balanced lifestyle.
- Ensure that administrative decisions and processes are made in a timely manner and are understood by those affected.
- Develop and promote a standard of excellence in management based on the core values of professionalism, integrity, personal responsibility, and service.
- Promote a culture that clearly recognizes and values the role of staff as partners in the success of the School's core mission.
- Create an environment that attracts and retains the highest quality staff.
Strategic Assessment
Members of the administration hold an important role within the medical school as service providers and management leaders, paving the way for the fulfillment of the School's mission.
The School of Medicine has the intellectual and financial resources to operate effectively with considerable independence. In addition, the administrative staff excels as a result of the creativity, loyalty, and work ethic of its members. The great pride the staff members take in their work has been, and will continue to be, integral to the School's success.
The initiation of the Clark Center and its associated interdisciplinary Bio-X programs offers a significant opportunity for the medical school. Not only will they provide the School with new and unique opportunities for collaboration, but they will also provide an impetus to work with the University and the School's departments to create new and flexible management models. The School's location within Silicon Valley presents an opportunity to improve its administrative performance by adapting existing technology-enhanced management practices from the local industry to academia.
However, the rapid evolution of the biosciences and information technology, as well as changes in the local health care industry requires the administration to adapt accordingly. The rigidity of current departmental and administrative structures is increasingly at odds with the collaborative atmosphere upon which many of the most innovative and promising sciences are based. The energy and effort required to manage these new relationships through existing methods compromises the efficacy of the School's administrative support. And though the decentralized organization of the medical school, the medical center, and the University allows decisions to be made at the local level, the unavoidable complexity of this structure also presents some challenges.
Strategic InitiativesOur mission and vision for finance and administration will be pursued primarily through coordinated efforts to redesign our organizational structure, revise methods for resource allocation, and improve administrative quality.
To achieve our goal of creating a responsive organizational structure, we will address the following initiative:
Develop an organizational structure that is equally supportive of traditional and emerging units and that can effectively collaborate with industrial partners.
To achieve our goals of improving resource utilization, we will address the following initiatives:
- Revise resource allocation principles and methodologies to align them with the school's priorities.
- Develop a method of continuous planning and evaluation.
To achieve our goals of enhancing administrative quality, we will address the following initiatives:
- Develop and promote a mechanism for communication and information sharing.
- Include staff participation on University and school-wide committees.
- Enhance the staff training and development program.
- Establish and exercise accountability in the conduct of the medical school's business.
- Include staff in meetings and forums at which they can add value.
To achieve our goals of role recognition, rewards and incentives, we will address the following initiatives:
- Develop a staff seminar series to connect to the school's mission.
- Establish rewards and incentives for administrative partners across the Stanford University Medical Center organizations.
- Revise faculty and staff compensation plans to ensure appropriate rewards and incentives.
Prioritization and Implementation
The further development, prioritization, and implementation of these initiatives will be pursued through the Senior Associate Dean for Finance and Administration.
Of the 11 initiatives proposed for the Medical School's finance and administration programs, four have been prioritized for development and implementation in FY2001-2002 and FY2002-2003. These priority initiatives reinforce the importance to the success of the Medical School of an appropriately organized administration that conducts its business in an efficient manner.
Organizational Structure ProjectsDevelop an organizational structure that is equally supportive of traditional and emerging units and can effectively collaborate with industrial partners.
Finance and Administration staff, in collaboration with other Dean's Office staff, will evaluate current Medical School organizational structures and other emerging models and develop future organizational options.
An initial report to the Senior Associate Dean for Finance and Administration will be developed in FY2002-2003.
Resource Allocation and Utilization ProjectsRevise resource allocation principles and methodologies to align them with school priorities.
An ad hoc committee, chaired by the Senior Associate Dean for Finance and Administration will be convened and charged with evaluating the School's budget funding operations and recommending a revised method of resource allocation supportive of the School's objectives to the dean.
The Medical School Executive Committee will receive initial recommendations for changes for review by fall 2003, for application in the fiscal year 2003-04 budget process.
Create a planning and evaluation office.
The Dean and the Senior Associate Deans for Finance and Administration and for Academic Affairs will develop and implement a medical school office to support the School's needs for continued strategic and institutional planning at both the school-wide and departmental level.
A new Office of Institutional Planning will be established in FY2001-2002.
A departmentally based planning process will be developed and tested in FY2002-2003.
Role Recognition, Rewards, and Incentives ProjectsDevelop a staff seminar series to help connect administration to the Medical School's mission.
Finance and Administration staff, in collaboration with other Dean's Office staff, will evaluate current Medical School programs and develop recommendations for enhancements.
An initial report to the Senior Associate Dean for Finance and Administration will be developed by summer 2002.
An initial seminar series will be implemented in FY2002-2003.
Projects To Be ScheduledThe remaining Finance and Administration Programs strategic initiatives will be pursued, following the activation of the priority initiatives, as resources and opportunities permit. These strategic initiatives include:
- Develop and promote a mechanism for communication and information sharing.
- Include staff participation on University and School-wide committees.
- Create a staff training and development program.
- Establish and exercise accountability in the conduct of the Medical School's business.
- Ensure that staff are included in meetings and forums at which they can add value.
- Develop mechanisms for rewards and incentives for administrative partners across SUMC organizations.
- Revise faculty and staff compensation plans to ensure appropriate rewards and incentives.
Website: http://med.stanford.edu/administration/
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