Prioritization and Implementation Schedule
Medical Education
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
Revise the curriculum to:
- Identify the core knowledge and skills required for all students.
- Expand the clinical curriculum, particularly in the first years of medical school, to enhance pattern recognition.
- Develop required majors (scholarly tracks) for all students to enhance independent research capabilities.
- Within scholarly tracks, develop a research honors program for a subset of students.
- Develop a system of incentives to promote curricular change.
- Establish the Stanford MD degree as the national standard for excellence in clinical medicine.
- Develop a "pre-differentiation" camp for the early orientation of new students to the opportunities of the reformed curriculum and coordinated graduate biosciences programs.
Undertake facilities improvements to provide:
- Small group learning spaces.
- Technology-enabled and virtual classrooms.
- Modern library space.
Develop mechanisms to honor, promote and facilitate teaching and create effective programs for recognition of:
- Improvement in course evaluations.
- Consistently high levels of course evaluations.
- Revising course content to ensure essential material.
- Developing teaching innovations, small group learning opportunities, and bridges between clinical and basic science domains.
Create mechanisms of support for pedagogy in areas of:
- Course content.
- The practice of teaching.
- Innovative teaching technologies.
- Course evaluation processes.
- Enhanced student advising and mentoring programs.
- Develop a community service program that includes voluntary and academic elements.
- Develop mechanisms to measure the "true" teaching costs of a course.
- Establish education as an essential element of each departments mission.
Graduate Education
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Develop programs to establish Stanford as a national leader in bioscience education of under-represented minorities.
- Establish an intellectual and physical "home" for the biosciences graduate program, including space for seminar rooms, informal gathering, and food service.
- Further improve programs to mitigate the impacts of childcare and housing costs on the recruitment and retention of graduate students.
- Encourage the development of student-initiated reading courses.
- Strengthen connections with clinical departments to establish novel research-oriented courses in human health and physiology and disease mechanisms designed for biosciences students.
- Develop a "pre-differentiation" camp for the early orientation of new students.
- Provide funding and organizational support for student-initiated mini-symposia.
- Develop a Graduate Student Travel fund to support attendance at scientific meetings and off-site educational programs to be awarded on a competitive basis.
- Strengthen connections with the biotechnology community through seminars and workshops.
- Initiate a biosciences professional outreach center with knowledgeable and helpful professional staff.
- Increase the number of Presidential Fellowships, or equivalent fellowships, available to biosciences graduate students and/or establish an endowment to make graduate education tuition-free.
- Strengthen connections with other professional schools to make appropriate courses available to biosciences students and to fund these teaching collaborations appropriately.
- Develop and fund, with clinical departments, joint seminar and symposia programs in disease mechanisms.
- Develop a graduate student teacher program to provide students with teaching and editing opportunities in the academic and publishing communities.
- Develop biotechnology internship opportunities for biosciences graduate students.
Postdoctoral Training
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Develop and achieve an institutional standard for "total compensation" for postdoctoral scholars through:
- Increasing the inventory of affordable Stanford housing available to postdoctoral scholars.
- Enhancing the benefits package for postdoctoral scholars.
- Developing a childcare program to address the economic and work schedule constraints of postdoctoral scholars.
- Developing a compensation program that resolves current differences between salaries and stipends.
- Develop programs to establish Stanford as a national leader in the postdoctoral training of under-represented minorities.
- Develop a uniform job title for postdoctoral scholars, reflecting their contributions as professionals and scientists and their roles as trainees.
- Develop an organizational structure to appropriately support the training and professional development needs of clinical fellows.
- Develop guidelines for faculty mentoring of postdoctoral scholars.
- Coordinate with the Office of Graduate Education to initiate a Career Center and professional development program with knowledgeable and helpful professional staff.
- Strengthen the Office of Postdoctoral Affairs to provide added support for the effective communication and dissemination of information on training programs and education opportunities.
Research Programs
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Develop contemporary educational facilities, including adequate space in research facilities.
- Promote collaborations between basic and clinical scientists within the medical school and across the university through:
- Mitigation of existing "cultural" and geographic barriers.
- Inclusion of collaborating departments as partners in faculty search and promotion processes.
- Hold a research retreat to establish new program priorities.
- Establish guidelines for the creation and governance of interdisciplinary organizations.
- Create a faculty research network website.
- Develop a comprehensive array of research core facilities incorporating
the principles of:
- Effective management and communication,
- Rational budgetary oversight,
- Accessibility and affordability, and
- Sustainability
- Develop adequate and affordable research animal space.
- Develop a transparent process for the allocation and reallocation of research resources that includes:
- A bottom-up decision-making process,
- Openness to new organizational models, and
- Balanced support of established programs and new opportunities.
- Develop a Deans Reserve of billets, funds and space for allocation to targets of opportunity.
- Develop a comprehensive array of translational research core facilities.
- Create a Deans Reserve of funds and space for allocation to interdisciplinary programs.
- Create a Deans Research Seminar Series featuring interdisciplinary projects.
- Create new interdisciplinary research institutes, including faculty, funds and space, to promote translational research and medicine in selected areas.
- Establish a preference for new junior faculty unless there is a compelling need to jump-start a program.
- Establish guidelines for initial and "sunset" evaluations of new programs.
- Establish appropriate mechanisms to fund students and postdoctoral scholars in their research activities.
- Develop programs to facilitate the interaction of undergraduate, graduate and postdoctoral trainees.
- Require the documentation and analysis of any translational research program elements associated with all requests for research resources.
- Establish translational research program elements in all new facilities.
- Develop a standard "portfolio" model for evaluating investments in new research opportunities.
- Develop joint appointment funds flows to support the development of junior faculty.
- Establish new faculty recruitment policies that require the identification of research space to be assigned prior to an appointment approval.
Clinical Programs
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Develop a Stanford Faculty Physicians Organization for adult services in coordination with the structure and goals of the Stanford Hospital and Clinics.
- Develop a Stanford Faculty Physicians Organization for pediatric and obstetrical services in coordination with the structure and goals of the Lucile Salter Packard Childrens Hospital at Stanford.
- Develop an SUMC and FPO strategy addressing primary care market consolidations in the local and South Bay areas.
- Strengthen opportunities and formalize mechanisms for clinical innovation within the healthcare delivery systems.
- Create efficient and flexible opportunities for partial and voluntary involvement of community clinician/educators.
- Segment clinical programs such that non-mission services can be delivered by non-faculty providers.
- Develop a data-driven investment model for new program evaluations, funding, and performance expectations.
- Integrate clinical research and emerging treatment modalities.
- Develop an aggressive quality of care program that establishes the Stanford FPO as the quality provider of choice for referring physicians and the local community.
The Professoriate
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Create a professoriate based on the primary functional roles of:
- Investigator
- Educator
- Clinician
- Establish appropriate and clear standards for scholarship within each functional role.
- Clarify appointments and promotions criteria.
- Establish policies to promote the enfranchisement of faculty in the Medical Center Line.
- Develop appropriate and clear mission-based roles and distinguished titles for community-based volunteer teachers and other staff.
- Bolster support for faculty career development.
- Develop an institutional focus on faculty diversity and women in medicine and science.
- Develop community and secondary education faculty outreach programs to expose under-represented minorities to careers in the biosciences.
- Develop programs that mitigate the effects of current A&P criteria and process factors leading to the loss of faculty to other institutions.
- Develop a joint leadership development program with the Stanford University GSB.
- Establish uniform benefits for all faculty.
- Develop an aggressive public awareness program to promote the medical school as a supportive environment for women and minorities.
Finance and Administration
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Develop an organizational structure that is equally supportive of traditional and emerging units and can effectively collaborate with industrial partners.
- Revise resource allocation principles and methodologies to align them with school priorities.
- Create a planning and evaluation office.
- Develop a staff seminar series to help connect administration to the Medical Schools mission.
- 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 Schools 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.
Advocacy, Public Policy & Philanthropy
Fiscal Year 2002-2003 and Fiscal Year 2003-2004
- Communicate a bold vision for Stanford as a global model of research-intensive medical schools for the 21st Century.
- Develop Medical School Offices of Community Relations and Government Relations within the Deans Office.
- Develop a Medical School Community Service program.
- Develop an on-going and broadly based education and advocacy program targeted to local, state and national government leaders.
- Create a Deans Advisory Group on Public Policy and Advocacy to provide analyses and updates about current or emerging healthcare and biomedical research policy issues and to help set the priorities for the Deans Office of Community and Government Relations.
- Develop a comprehensive and exciting campaign (The Campaign for Stanford Medicine) to support the realization of the schools vision.
- Develop the Stanford Medicine Leadership Council to engage local business and community leaders in the realization of the medical schools vision.
- Develop an internal program to engage School of Medicine faculty as active fundraisers.
- Expand the communications strategy to reflect the mission of the medical center and its role in the reformation of academic medicine in the 21st century.
- Develop an active partnership with a select group of similar medical schools, to help define and communicate the issues of importance to academic medicine and to participate in the development of associated policies.
- Develop a School of Medicine-led Health Policy Forum (including medical school, university, hospital, and community/industry leaders) to create an on-going dialogue on national health policy issues and to create a venue for School of Medicine and Stanford University scholars to present work to interested faculty, staff, students, and community audiences.
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