MinistryofTraining,CollegesandUniversities

InstitutionalVision,ProposedMandate StatementandPriorityObjectives
Asubmissiontobegintheprocessofdevelopingstrategic mandateagreements(SMAs):
To: From:

Minister Glen Murray The Ministry of Training, Colleges and Universities Dr. Roger Strasser, Dean and CEO Northern Ontario School of Medicine (NOSM)

Submitted September 28, 2012, by email directly to the Minister: Glen.R.Murray@ontario.ca

NORTHERN ONTARIO SCHOOL OF MEDICINE Part 1: Northern Ontario School of Medicine Mandate Statement
Sinceitsofficialopeningin2005,NOSMhasmadegreatstridesinestablishingitselfasaleaderin distributedmedicalandhealthprofessionaleducation.Thenextevolutionaryphasewillbuildonthis success,positioningNOSMtobealeaderbothnationallyandinternationallyasaninnovatorin distributed,learnercentred,communityengagededucationandresearch. WithournewVision,InnovativeEducationandResearchforaHealthierNorth,NOSMiscommittingtoa focusnotonlyonitsownadvancesineducationandresearch,butonpushingthoseadvancesto improvethebroaderpopulationhealthoftheNorth.Wewillachievethisbyinvestmentsinour mandate,collaborationswithpartners,andcontinuedengagementofourcommunities. NOSMwillcontinuetoenhanceitsmandateofeducation,strengthenthefocusonachievingresearch excellence,andfurtherreinforceasustainablefoundationofpeople,operationsandtechnologyfrom whichtoadvanceandgrow.NOSMwillcontinuetoworktodevelopalearningenvironmentthatvalues andsupportsalifelongcommitmenttoitslearners,faculty,staffandadministration.Further,wewill strivetowardexcellenceinourrelationshipswith,andsupportfor,allfacultyfulltime,parttimeand stipendiary.StayingtruetoNOSMssocialaccountabilitymandate,wewillcontinuetoemphasizea collaborative,communityengagedmodelthatdrawsonthestrengthsandcapabilitiesofallNOSMs partners.

Part 2:
Vision

Northern Ontario School of Medicine Vision

InnovativeEducationandResearchforaHealthierNorth Mission TheNorthernOntarioSchoolofMedicine(NOSM)iscommittedtotheeducationofhighquality physiciansandhealthprofessionals,andtointernationalrecognitionasaleaderindistributed,learning centred,communityengagededucationandresearch. NOSMwillaccomplishthisby: BeingsociallyaccountabletotheneedsandthediversityofthepopulationsofNorthernOntario ActivelyinvolvingAboriginal,Francophone,remote,ruralandunderservicedcommunities Leadingandconductingresearchactivitiesthatpositivelyimpactthehealthofthoselivingin Northerncommunities Fosteringapositivelearningenvironmentforlearners,facultyandstaff Achievinganintegrated,collaborativeapproachtoeducation,learning,andprogramming Increasingthenumberofphysiciansandhealthprofessionalswiththeleadership,knowledge andskillstopracticeinNorthernOntario Collaborativeeducationandresearchagreementswithothereducationalinstitutions provincially,nationallyandinternationally Alignmentofeducationandresearchactivitiesthatareguidedbythesevenacademicprinciples: interprofessionalism,integration,generalism,communityorientation,inclusivity,continuity,and dedicationtoinquiry

Part 3:

Northern Ontario School of Medicine Priority Objectives

PRIORITY#1:PuttingStudentsFirst(EnhanceNOSM'sEducationProgram,DevelopNOSM'sLearning EnvironmentandStrengthenNOSM'sResearchInitiative) 1A:EnhanceNOSM'sEducationProgram GivencurrenthealthcaretrendstowardInterprofessionalEducation(IPE)andIntegratedClinical Learning(ICL),NOSMwillensurethatitscurriculumisalignedtosupportnewandinnovative approachestothedeliveryofclassroomandclinicaleducation.ThisfocuswillenableNOSMgraduates toeasilyintegrateintocommunitycaresettingswhereinterprofessionalcaremodelsareteambasedin fosteringcollaborativepatientcentredapproaches. StrategicPriorities ExpandthedistributedcommunityengagedlearningmodeltoallofNOSMseducation programmingforhealthprofessionalstomeettheneedsofourlearnersandcommunities, integratingtheexpertisethatAboriginalandFrancophonepeoplesbring. IncreaseNOSMsapplicationoftheIntegratedInterprofessionalClinicalLearningmodelof educationtoenablelearnerstopracticeinintraandinterprofessionalmodelsof educationandcare. AugmentbroaderIntegratedInterprofessionalClinicalLearningprogrammingresources andexpertisebycollaboratingwithotheruniversities,communitycolleges,and organizationstoeducate/trainhealthprofessionalsoutsideofNOSMtomeethealth humanresourcesneedsinNorthernOntario. Leadtheadoptionofnewmodelsofeducationandlearningwithexternalaccrediting bodiestoincreasethefocusoncommunitybasedlearning. 1B:StrengthenNOSMsResearchInitiatives StakeholdersidentifiedresearchasakeyareaofimprovementforNOSM,recognizingthatresearchisa criticalelementofitsacademicmandateandfuturesuccess.NOSMwillfocusonfurtherdevelopingits researchagenda,linkedtotheongoingdevelopmentofitsdistributededucationmodel,tocontinueto broadentheacademicexperienceofitslearners,facultyandstaff.Takingintoconsiderationtherelative sizeofNOSMsresearchinfrastructurecomparedtootheruniversities,aunique,focusedapproachto researchwillbeadopted. OverallGoal DefineaclearstrategicdirectionforNOSMsresearchefforts,conductresearchalignedtoitsvisionand mission,andincreasethenumberoflearners,staffandfulltime,parttimeandstipendiaryfaculty participatinginfocusedresearchactivities. Planned Timing 2012/13

2012/13

2014/15

2012/13

StrategicPriorities DefineandinvestinacoreresearchprofilethatsupportsNOSM'sVisionandMission. FosteraresearchcultureamongNOSMfacultyandlearnersthatpromotesexcellence andinnovation. Expandinfrastructuretoassistresearcherswithgrantsmanship,grantreview,grants administration,traineerecruitment,resultsdisseminationandtheidentificationof researchopportunities. Formpartnershipstoenhanceresearchcapacityandsupportspecificresearchinitiatives. 1C:DevelopNOSMsLearningEnvironment

Planned Timing 2012/13 2013/14 2012/13

2012/13

NOSMplacesasignificantamountofemphasisoncreatinganinquiringlearningenvironmentthatis tailoredtotheneedsandrequirementsofallofitsstakeholders.NOSMlearnersprimarilyinclude undergraduatemedicaleducationandhealthprofessionalstudentsandpostgraduateresidents; however,faculty,staffandtheseniorleadershipgroupcanalsobeconsideredlearnersastheytoo pursuepersonalandprofessionaldevelopment.Allhavevaryinglearningneedsandexpectations. NOSMwillcontinuetoinvestinmakingsurethatitslearningcenteredenvironmentcontinuestoevolve forthebenefitoflearners,faculty,staffandtheBoard. OverallGoal AlignNOSMsorganizationalstructuresandhumanresourcestosupporttheSchoolscommitmentto beinganorganizationthatvaluesandsupportsalifelonglearningenvironmentamongitslearners, faculty,staffandtheseniorleadershipgroup,whoareabletodemonstrateclearprogresstowards personal/professionaldevelopment. StrategicPriorities: Achievesuccessfulrecruitmentandretentionofourlearners,staff,seniorleadershipand faculty. Improveinfrastructureandsupporttoenablelearners,staff,seniorleadershipand facultytobeeffectiveandsuccessfulinNOSMsdistributedcommunityengagedmodel ofeducationandresearch. Planned Timing 2014/15 2012/13

Increasetheengagementoflearners,faculty,staff,seniorleadershipandBoardmembers 2013/14 inplanningandactivities. Buildleadershipskillsandcapacityinlearners,faculty,staff,seniorleadershipandBoard members. 2012/13

PRIORITY#2:MeetingtheNeedsoftheCreativeEconomy(EnhanceCollaborationand CommunicationwithOurCommunityPartnersandFosterExcellentFacultyRelations) 2A:EnhanceCollaborationandCommunicationwithOurCommunityPartners NOSMsdistributededucationmodelreliesheavilyonthesupportandinvolvementofthecommunities andkeystakeholdergroups.Sinceitsinception,NOSMhasbeensuccessfulinengagingcommunitiesand differentrepresentativegroups.InsightsprovidedfrommembersofthecommunitysuggestthatNOSM canimproveitscurrentstrategybytakingamorerefined,targetedapproachthatwillensureconsistent engagementacrossallcommunities,andimprovemultidirectionalcommunicationandcollaboration mechanismsthatsupportthecontinueddevelopmentofcommunitypartnerships. OverallGoal Increasetheengagementwithdistributedteachingcommunitiesandthepresenceofcollaborationand communityengagedprocesses,integratingNOSMintothefabricofeverycommunityinNorthern Ontario,andempoweringlocalcommunitiestoimprovetheirbroaderhealthandcapacityforselfcare. StrategicPriorities Improvecommunityengagementstrategiesthatbuildonstartupgoodwilltoensure supportandmomentumisfosteredandincreased. EnhancemechanismstoactivelyinvolveAboriginal,Francophone,ruralandremote communitiesinNOSM. 2B:FosterExcellentFacultyRelations NOSMsoperatingmodelbringswithitasetofuniquechallengesrelatedtotherecruitmentand retentionofqualifiedfulltime,parttimeandstipendiaryfaculty.Innovativeapproachestofoster excellentfacultyrelationswillbedevelopedtoensurethesustainabilityoftheNOSMmodel. OverallGoal Fosterastimulating,rewardingandchallengingenvironmentthatattractsandretainstoptalentamong fulltime,parttimeandstipendiaryfaculty. StrategicPriorities Establishafacultyplanthatdefinesthetypeandmixoffacultytorecruit,retain, successionplananddevelop,andrewardandrecognizefortheirvaluablecontributions acrosseducation,researchandadministration. Improvemultidirectionalcommunication,informationflowanddecisionmakingforall facultymembers. Planned Timing 2010/13 Planned Timing 2014/15 2012/13

2011/13

PRIORITY#3:FocusingonProductivity,InnovationandSustainability NOSMsdistributededucationalmodelbringswithittherequirementforongoinginvestmentincore enablerssuchastechnology,andasoundandrobustinfrastructurethatwouldnotbefoundinother traditionalmedicalschools.Inaddition,giventhatNOSMplacesasignificantemphasisonbeing innovative,itrequiresadditionaloperating,capitalandresearchfundingtosustainandimplementnew andcreativeadvancementsinmedicaltechnology,informatics,researchandprogramdevelopment withinitsdistributedmodel. OverallGoal EnsureNOSMstechnologyenableddistributededucationmodelcontinuestobesustainable,andthat theSchooliswellsupportedtocontinuetogrowandadvancewhilemaintainingitsfocusoninnovation. StrategicEnablers Planned Timing Establishacomprehensivehumanresourcesplanthatenhancesleadershipandstaff 2012/13 recruitmentandretention,successionplanning,development,rewardsandrecognition, andotherfactorsthatcontributetoahealthyworkplaceandlearningenvironment. Explore,partnerandinvestininformaticsandtechnologiesthatenableinnovationacross 2014/15 ourdistributedmodelofeducation,research,corporateservicesandsocialaccountability. Continuouslyimproveoperationalprocesses,infrastructureandsystemstoincrease efficienciesandsupporttheongoingsustainabilityandfinancialviabilityofNOSM. IncreaseanddiversifyNOSMsrevenuestreamsbyexploringopportunitiesfor endowments,donations,endowedchairs,publicprivatepartnerships,sponsorships,new servicesandotheroperatingrevenuesacrossitsdistributededucationmodel. 2012/15 2013/14

Appendix NOSM's Strategic Plan 20102015 and Implementation Schedule

Vision
Innovative Education and Research for a Healthier North

Mission
The Northern Ontario School of Medicine (NOSM) is committed to the education of high quality physicians and health professionals, and to international recognition as a leader in distributed, learning-centred, community-engaged education and research.

Values
Innovation, Social Accountability, Collaboration, Inclusiveness, Respect

Strategic Enablers
Human Resources, Informatics and Information Technology, Streamlined Operations, Diversified Revenues

Community Engagement and Communication

7

Learning Environment

Education

Research

Faculty

NOSM Strategic Plan -Implementation Timing

Legend

2010/11 2011/12 2012/13 2013/14 1 8 7 3

Initial Effort to Achieve Strat egy Ongoing Effort to Maintain S trategy Milestone of Strategy Achieved

Strategic Priority and Strategy

2014/15

A. Enhance NOSM's Education Program 1. Expand Community-Engaged Distribulted Learning Model 2. Increase NOSM's Application of IPE/ICL 3. Augment Other's Application of IPE/ICL 4. Lead Adoption of Community Models by Accrediting Bodies

B. Strengthen NOSM's Research Initiatives 1. Define and Invest in a Core Research Profile 2. Foster a Research Culture Among NOSM Faculty and Learners 3. Create a Research Administration Infrastructure 4. Form Partnerships to Enhance Research Capacity

C. Develop NOSM's Learning Environment 1. Achieve Successful Recruitment and Retention 2. Enable Success in the Distributed Model 3. Increase the Engagement of Learners, Faculty, Staff and Board 4. Build Leadership Skills and Capacity in Learners, Faculty, Staff and Board

D. Foster Excellent Faculty Relations 1. Establish a Faculty Plan 2. Create a Culture and Support Mechanism that Fosters Faculty Development 3. Improve Multi-Directional Communication, Information Flow and Decision-Making for Faculty

E. Enhance Collaboration and Communication with Our Community Partners 1. Improve Community Engagement Strategies 2. Enhance Mechanisms to Actively Involve Aboriginal, Francophone, Rural and Remote Communities 3. Improve Multi-Directional Communication, Information Flow and Decision-Making for All 4. Expand Partnerships to Support and Encourage Graduates to Practice in Northern Communities

Strategic Enablers 1. Establish a Comprehensive Human Resources Plan 2. Explore, Partner and Invest in Informatics and Technology 3. Continuously Improve Operational Processes, Infrastructure and Systems 4. Increase and Diversify NOSM's Revenue Streams 4

Number of Strategy Milestones Achieved Per Year