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Published on Sep 11,2020
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Published on Sep 11,2020
uthealth-strategic-plan-2015-to-2022 Read More
Home Explore UTHealth Strategic Plan 2015 - 2022
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UTHealth Strategic Plan 2015 to 2022 Houston’s Health University established 1972

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UTHealth Strategic Plan 2015 to 2022 contents message from the president 4 strategic goal 1 7 Lead the development of advanced standards of care, models of delivery, and health care policy strategic goal 2 9 Expand UTHealth’s clinical presence and programs strategic goal 3 15 Advance UTHealth’s research portfolio with a focus on transformational discovery strategic goal 4 21 Develop and deliver innovative educational models in health care and the biomedical sciences strategic goal 5 25 Serve UTHealth’s many diverse communities through educational and clinical outreach contact information 29 2

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message from the president

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UTHealth Strategic Plan 2015 to 2022 I am pleased to present In late 2019, deans from all six UTHealth schools along the UTHealth Strategic Plan with representatives from our executive administration endorsed the extension of The University of Texas 2015 to 2022 Health Science Center at Houston strategic time frame to 2022. Our previous strategic plan had an end date of December 31, 2020. With this two-year extension, we will closely align with the six schools’ strategic plans while providing a window of assessment to review the progress we have made. Just as importantly, the extension will provide us the opportunity to consider future areas of growth, leadership, and priorities. We will use this time to solicit input from faculty members from all six schools, leaders from our UTHealth Develop- ment Board, and representatives from our administra- tive and classified staff workforce. As we previously did, we will use a collaborative approach that is inclusive of the capabilities, needs, expertise, and priorities across the university. While we know there will inevitably be changes to come, what has not changed is our aim to develop new capa- bilities and services to benefit those we directly serve and, ultimately, the larger fields of medicine, nursing, dentistry, public health, biomedical informatics, and biomedical sciences. I am pleased to continue pursuing this aim along with all of our other strategic goals through 2022. Giuseppe N. Colasurdo, MD President Alkek-Williams Distinguished Chair 4

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Training the next generation of health care providers, researchers, and leaders is the foundation of our mission.

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goa l1strategic We harness advanced technologies As an to provide the highest quality of patient care and most up-to-date academic health center treatments available. comprising six schools covering the spectrum of health care, UTHealth is uniquely well-equipped to develop and drive new models of clinical care, delivery, and health policy.As our nation faces some of the most sweeping health care reforms in its history, this comprehensive expertise has never been more important. Faculty from across our campuses are working to address these changes while advancing the interests of our patients, students, and the communities we serve. UTHealth is committed to developing new standards of care, policies, and treatment modalities that improve quality, safety, effectiveness, and efficiency. These priorities and capabilities are designed to help UTHealth achieve this mission and be a leader in defining the new health care. 7

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UTHealth Strategic Plan 2015 to 2022 Lead the development of advanced standards of care, models of delivery, and health care policy our priorities A Build stronger, more integrated affiliations with our academic and clinical partners B Develop new delivery models focused on improving health care quality C Commit to researching new or alternative models of health care delivery and improving standards of care D Advance our expertise in biomedical informatics through collaborative projects and programs within our six schools E Apply our expertise in public health to new areas of health care policy and comparative effectiveness F Develop a work force that values interprofessional patient care our objectives G Ongoing understanding and evaluation of health care economics and financing systems H Infrastructure effectiveness to best steward our resources I Ability to respond and adapt to changes, crises, and unforeseen events our results We will improve patient experiences We will increase value in health care delivery in Texas and beyond We will build a reputation of excellence through the quality of our health care services, including the provision of preventive services 8

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goa l2strategic As our clinical presence expands across the region, we remain committed to providing compassionate, personalized, and expert patient care. To address the many challenges facing today’s health care system including access, quality, affordability, translational research, and globalization, UTHealth must grow and adapt our clinical practices. We must expand our clinical presence throughout the Houston and Texas communities, we must continue to broaden the depth and breadth of our primary and specialty health care services, and we must dedicate resources to solving the most pressing health-related problems of our time. To respond to the needs of the patients and populations that we serve, we will establish comprehensive Centers of Excellence for patient care, training, and research. We will seek to make a significant long-term local, regional, and national impact through our Centers of Excellence. 9

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UTHealth Strategic Plan 2015 to 2022 Expand UTHealth’s clinical presence and programs 8With this in mind, 1 Neurosciences 2 Trauma we selected areas 3 Behavioral and mental health of focus. 4 Healthy aging 5 Women’s and children’s services 6 Cardiovascular and vascular programs 7 Orthopedics and sports medicine 8 Organ preservation and transplant programs 10

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strategic 2 Expand UTHealth’s clinical presence goal and programs our priorities A Build stronger, more integrated clinical partnerships to support growth in our focus areas B Create a critical mass of expertise in our focus areas to stimulate growth of Centers of Excellence C Train and utilize interprofessional health care teams D Develop strategic affiliations and partnerships with established clinical practices E Build, maintain, and staff state-of-the-art facilities for patient care F Grow clinical and educational programs focused on preventive care our objectives G Recruitment and retention of prominent faculty H Establishment of Information Technology, Facility, Clinical Technology, and Human Resources infrastructures that support our Centers of Excellence and enable them to achieve their mission I Branding of UTHealth and our Centers of Excellence as leaders in patient care, education, and research J Development of a work force that supports clinical growth K Creation of a simple, flexible, and well-communicated process to streamline new acquisitions and partnerships our results We will grow our overall resources through the clinical revenue stream for the benefit of all mission areas We will increase our brand recognition and elevate our reputation We will strengthen relationships with our clinical partners 11

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2 UTHealth Strategic Plan 2015 to 2022 The men and women of UTHealth provide comprehensive health care services for patients of all ages – from care for common illnesses to highly specialized treatments for complex medical problems. 12

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The joy of scientific discovery is shared by student and mentor.

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goa l3strategic Shared research infrastructure, like the Biobank, supports innovative scientific discoveries and collaboration among faculty and students across our six schools. 15

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UTHealth Strategic Plan 2015 to 20220 Advance UTHealth’s research portfolio with a focus on transformational discovery Researchers at UTHealth have conducted some of the most important health-related studies in history, and our exceptional faculty continue to work from bench to bedside on breakthrough projects that will impact every aspect of how we prevent, treat, manage, and cure disease.As traditional sources for research funding continue to decline nationally, we must apply a strategic approach to our current research enterprise, not only to sustain our existing exemplary programs but to go further in developing new areas of excellence. One priority will focus on translational research and the collaboration and communication required to ensure that scientific discoveries make their way to clinical practice. Also, we will concentrate our efforts on comparative effectiveness research to determine which treat- ments, diagnostics, and public health strategies will achieve the best patient outcomes. We will foster broad interaction among our departments, schools, and clinical practices to accomplish these goals. 16

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strategic 3 Advance UTHealth’s research portfolio goal with a focus on transformational discovery our priorities A Prioritize collaboration among our six schools – particularly in our Centers of Excellence B Grow our resources through grants and contracts and by identifying new funding sources C Capitalize on the strengths of our basic science departments D Emphasize collaboration between clinical and basic science departments E Translate scientific discoveries to clinical practice F Grow clinical and translational research efforts G Devote resources to comparative clinical effectiveness research H Increase training and innovation grants I Strengthen basic science research capabilities 3 J Emphasize collaboration between clinicians and basic scientists Research in bioinformatics catapults UTHealth to the forefront of health care discovery and innovation. 17

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U T H e a l t h S t r a t e g i c P l a n 2015 to 20220 3 our objectives K Funding that is consistent with our priorities L Sustainable research programs M Focus on increased technology management and intellectual property development N Prioritization of our infrastructure programs to support our research O Strategic relationships with corporations and businesses that complement our research areas P Increased pre-award support for research faculty to increase grant awards Q Streamlined administrative processes R Development of strong mentorship programs S Recruitment of senior leaders and trainees T Ability to meet big data challenges U Dedicated bridge funds for sustaining promising research programs when necessary our results We will improve circulation of basic science discoveries to clinical care practice and vice versa We will accelerate intellectual property development and technology transfer We will increase investments in and the financial stability of our research programs We will increase the recruitment of outstanding faculty and trainees 18

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UTHealth educates more than 5,000 health care professionals each year.

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g o a lstrategic At UTHealth, learning is interactive, collaborative, and hands-on. UTHealth educates more health care professionals than any other health-related institution in Texas with tuition at all of our schools among the lowest in the country. We will continue to provide the highest value education to our students by joining our proven education methodologies with in- novative new programs that will better prepare them for the changing health care environment. We will do this by focusing on fields such as policy, bioinformatics, translational research, ethics, and safety. At the same time, we will concentrate on recognizing and retaining the outstanding teaching faculty among our six schools. By doing this, we can leverage our distinct areas of expertise, resulting in new capabilities that will will positively impact our communities for years to come. 21

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UTHealth Strategic Plan 2015 to 20220 Develop and deliver innovative educational models of health care and the biomedical sciences our priorities A Provide students with exceptional training opportunities that utilize proven methodologies and innovative and relevant curricular enhancements B Emphasize translational science to enrich the education of our students C Integrate academic efforts in our Centers of Excellence D Explore new scholarly concentration programs E Develop and provide programs and opportunities for interprofessional learning F Design and implement online teaching courses and capabilities our objectives G An interprofessional team-based approach to educate our students and trainees H Expanded partnerships with other schools, clinics, and hospitals to provide additional expertise I Emphasis on training programs in the use of bioinformatics and technology J Retention of our prominent experts and recruitment of new, experienced faculty K Development of programs to assist our students and trainees with professionalism and address professional health issues our results We will graduate a work force well-equipped to address the most pressing health care challenges of our time We will increase our reputation as an academic leader within the Houston community and beyond We will train future leaders in biomedical education, research, and clinical care 22

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UTHealth provides health education and life-saving screenings through partnerships, outreach, and community-wide events.

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goa l5strategic UTHealth’s community outreach programs bring healthy living and critical health care services to people across the state. With our main campus in Houston’s world-renowned Texas Medical Center and academic sites across Texas, UTHealth serves a large population and a diverse mix of cultures, beliefs, and nationalities. To best address the needs of these communities, we seek to provide medical education, patient care, and research that reflects the diversity of this population in our work force and student body. We will work with our governmental and clinical partners to expand our geographic and service outreach. Across our six schools, we will emphasize education, research, and service for mental health, preventive, and geriatric care to meet the needs of these often underserved areas. By emphasizing these priorities, UTHealth will increase access to health care in Houston and beyond and, of equal importance, develop the most successful health care leaders of tomorrow. 25

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UTHealth Strategic Plan 2015 to 20220 Serve UTHealth’s many diverse communities through educational and clinical outreach our priorities A Implement community-based models of health care education and practice, including projects supported by the Texas Medicaid 1115 Waiver B Create new approaches and resources for addressing our community’s most widespread and challenging health issues, such as diabetes and obesity C Meet the needs of the growing aging population D Improve integration of behavioral and mental health services to primary care E Develop and sustain a diverse and inclusive work force F Develop strategic international educational opportunities to give choice and diversity for students and faculty G Create new programs focused on preventive care H Expand the efficacy of health care through health information technology our objectives I Engagement of local legislators to support our efforts J Career pathways and opportunities for faculty and staff that foster equal opportunity K Participation in recruitment and training programs focused on building a diverse student body our results We will expand our geographical outreach and opportunities for academic and clinical partnerships We will deliver education and training programs that meet the needs of underserved and diverse populations in Texas and beyond We will increase access to health care services from prevention training to acute clinical care 26

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UTHealth’s medical school students hold their residency futures in their hands.

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One day our own health will be in their hands. We couldn’t be luckier.

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UTHealth The University of Texas Health Science Center at Houston Office of the President 7000 Fannin Street, 17th Floor Houston, Texas 77030 w w w.u t h.e d u Published by UTHealth Office of the President Design UTHealth Office of Public Affairs

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UTHealth The University of Texas Health Science Center at Houston www.uth.edu © June 2014 ©upJdautendeJul2y 0201240

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