Penn State College of Medicine Strategic Plan 2017-2020

The Penn State College of Medicine strategic plan includes missions, values, a vision statement and initiatives consistent with Penn State’s Commitment to Impact strategic plan, with particular emphasis on the thematic priority of Enhancing Health. The College of Medicine focuses on the biomedical and health professions education and research missions, while engaging collaboratively with Penn State Health to advance human health through the clinical care and community health missions. A cross-cutting theme across all missions is that of diversity and inclusion.

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Executive Summary

About the Biomedical and Health Professions Education Strategic Goal Expand answer

The biomedical and health professions education strategic goal is to enhance health by preparing the next generation of clinicians, educators and scientists to be the leaders and change agents of 21st-century medicine and research.

The strategic objectives to achieve this goal focus on several key areas:

  • Strengthening the alignment of the College of Medicine education and research training programs with the clinical enterprise objectives of Penn State Health.
  • Expanding the culture of respectful learning that values diversity and inclusion.
  • Mitigating the financial burden of students
  • Evolving the curriculum toward more individualized student learning options.
  • Preparing students in master’s and doctoral degree programs and fellows in postdoctoral programs to make impactful contributions as they enter the biomedical research workforce.
  • Becoming a workplace destination of choice for the most talented faculty teachers nationwide, ensuring that burnout is low, turnover of high-fit faculty is below the national mean, and engagement is high.
About the Biomedical and Health Research Strategic Goal Expand answer

The biomedical and health research strategic goal is to enhance health through biomedical research and innovation by expanding new and current externally funded scientific discovery and innovation that leverage the clinical strengths of Penn State Health and the research strengths of Penn State and the College of Medicine.

The strategic objectives to achieve this goal focus on:

  • Perpetuating foundational research efforts across all clinical and basic science departments.
  • Committing institutional resources to expand our research programs in several key areas:
About the Clinical Strategic Goal Expand answer

Penn State Health’s clinical strategic goal is to create a community health network, anchored by the tertiary/quaternary care resources of our academic medical center, Penn State Health Milton S. Hershey Medical Center, that will provide expanded access to safe, high-quality healthcare and support the advancement of education and research programs at Penn State College of Medicine.

The strategic objectives for the clinical mission focus on substantial investments in new regional inpatient and ambulatory care facilities, as well as new collaborations with physician practices and other hospitals and health systems, over the next five to seven years.

About the Community Health Strategic Goal Expand answer

The community health strategic goal is to collaborate with learners, community partners, and employees to create innovative programs and services to maximize physical, mental and social well-being in the five-county region.

Community health strives to improve access to health services including primary, specialty, and dental care; to extend the scope of behavioral health services; and to promote healthy lifestyles in a cost effective manner. This strategy is addressed through the community health network and a system-wide focus on population health.

Penn State Health’s plan to develop a community health network will offer more venues for patients to seek care in the five-county region, and additional venues for our education and research missions.

Strategies

Introduction Expand answer

The Penn State College of Medicine strategy is a component of the overall Penn State strategy expressed in the 2016 to 2020 Commitment to Impact plan. The University includes Enhancing Health as one of five thematic priorities, and the College of Medicine, accompanied by the clinical enterprise of Penn State Health, is poised to achieve the objectives of “enhancing personalized and population health, achieved through a commitment to and investment in relevant research, education, clinical practice, and outreach.”

The College of Medicine strategic plan identifies the aligned research and education commitments, investments and strategies that will support reaching the goals of the Commitment to Impact plan.

The College of Medicine strategy builds on the current state of the education, biomedical and health sciences research, and community health missions at the institution, and seeks to leverage the existing academic and clinical strengths in the effort to “enhance health.”

College of Medicine Mission, Values and Vision Expand answer

Mission

The College of Medicine (and our academic hub, Penn State Health Milton S. Hershey Medical Center) are committed to enhancing the quality of life through improved health, the professional preparation of those who will serve the health needs of others, and the discovery of knowledge that will benefit all.

Values

The College of Medicine is committed to R.I.T.E values: respect, integrity, teamwork and excellence. It strives to promote a respectful work and learning environment, characterized by collaborative and shared-credit behaviors, to embrace diverse backgrounds, talents, and perspectives, and to act in a compassionate, thoughtful, considerate and kind manner. The College values integrity, encouraging persistent best efforts, moral courage to ask hard questions, and fair treatment of others. It supports teamwork and the underlying values of sharing and trust, with the goal of ensuring the best experience for co-workers, patients, and trainees. Finally, the College of Medicine pursues excellence by aligning individual performance with the mission, vision, values, and strategic imperatives and a solution-focused culture.

Vision

The College of Medicine’s vision is to improve health through our missions of education, research, patient care and community health.

While research and education are distinct lines of endeavor from patient care services, the academic and clinical enterprises work synergistically to advance the unified purpose of improving health. The College of Medicine strategic plan reflects this reality, and contains goals and initiatives that seek to advance research and education while leveraging the clinical strengths of Penn State Health.

Biomedical and Health Professions Education Strategy Expand answer

The Penn State Commitment to Impact plan calls for transforming education, and advancing humanities and science. The College of Medicine, through its education strategic goal to enhance health by preparing students to be the leaders and change agents of 21st-century medicine and research, will meet the University’s call for greater access to progressive and multi-disciplinary higher education.

The strategic objectives to achieve this goal focus on the continued alignment of the College of Medicine educational programs with the clinical enterprise objectives of Penn State Health, expanding the culture of respectful learning that values diversity and inclusion, evolving the curriculum toward individual student learning programs, and maintaining the efforts to mitigate the financial burdens of students. More specifically, the College of Medicine’s strategic objectives for education are:

Objective 1

Provide an optimal, respectful learning environment that values diversity and inclusion and supports personal and professional identity formation at the individual and team levels.

Objective 2

Engage a diverse workforce of faculty, staff, students, residents and fellows in new learning opportunities targeting organizational priorities and facilitating individual growth.

Objective 3

Create affordable, innovative, individualized educational and research options for medical education, graduate education and postdoctoral training.

Objective 4

Develop curricula that span undergraduate, graduate and continuing medical education to facilitate the acquisition of new competencies, including population health, required for the evolving changes in clinical practice and research.

Objective 5

Design and implement programs for students, residents and fellows, postdoctoral fellows and faculty, focusing on developing skills as educators and educational scholars in biomedical and health sciences.

Objective 6

Prioritize growth in educational training programs in concert with the clinical and research enterprises.

Objective 7

Develop inter-professional collaborations that bring together students from multiple professional and research degree programs to engage them in changing patient care and research models.

Objective 8

Become a workplace destination of choice for the most talented faculty teachers nationwide where burnout is low, turnover of high-fit faculty is below the national mean, and engagement is high.

These strategic objectives link the demands and expectations of students with the competency, commitment, and creativity of faculty and administrators. For example, a respectful learning environment involves a zero-tolerance culture toward student mistreatment, a culture that embraces and leverages its diversity, adequate amounts of instructional time from clinical and basic science department faculty, and attention toward positive and effective clinical experiences for students.

Affordability results from resource commitments toward scholarship endowments and aid programs, and efforts to maintain or lower tuition levels, housing costs, and educational material prices.

Growing the number of family practice and primary care physicians, and meeting the population health needs of Pennsylvania requires academic programming that encourages students to choose these specialties. Innovative curricula and excellent clerkships, fellowships, residencies and postdoctoral programs emerge from processes addressing student expectations and demands and faculty responsiveness and creativity.

See elsewhere on this page for tactical initiatives to achieve the strategic objectives for education, and for outcome measures associated with each objective.

Biomedical and Health Research Strategy Expand answer

The College of Medicine’s biomedical and health research strategic goal to enhance health through biomedical research and innovation by expanding new and current externally funded scientific discovery and innovation that leverage the clinical strengths of Penn State Health and the research strengths of Penn State and the College of Medicine. The strategy involves perpetuating foundational research efforts across all clinical and basic science specialties, as well as a more focused resource dedication to key tactical areas.

The College of Medicine’s research goal is to enhance health through biomedical research and innovation.

The College of Medicine currently has 18 clinical science departments and eight basic science departments, each of which performs research work in the respective specialty areas. (Note: The College of Medicine is placing emphasis on expanding research in clinical science departments, which typically drives 65 percent of medical school National Institute of Health (NIH) funding. The College of Medicine clinical science departments currently generate only 38 percent of the institution’s NIH funding.) Each department will have the ability to earn discretionary dollars based on productivity. Any promising discoveries will receive supplemental funding at the discretion of the Vice Dean for Research. More specifically, the College of Medicine’s strategic objectives for research are:

Objective 1

Increase biomedical research infrastructure and support by building the Innovation Pavilion for Research and Learning, expanding institutional core facilities, and renovating existing laboratory space.

Objective 2

Create an environment that values diversity and inclusion as it nurtures physician-scientists in training, and supports clinician-scientists at the faculty level to retain them in biomedical research.

Objective 3

Become a national leader in clinical research by leveraging our NIH Clinical and Translational Sciences Award to build a network to conduct innovative clinical trials.

Objective 4

Recruit new faculty and continue to expand our existing capabilities in key areas including cancer, personalized/precision medicine, population health, high-resolution imaging, and the role of the microbiome in health and disease.

Objective 5

Disseminate our discoveries by growing our technology commercialization platform through the establishment of a Center for Medical Innovation.

The College of Medicine aims to grow externally-funded research from a variety of sources but with a particular focus on additional grant funding from the NIH and other national agencies that support basic, translational, clinical and population health research. Within the NIH, the National Cancer Institute (NCI), National Institute of General Medical Sciences, and National Institute of Neurological Disorders and Stroke are the targeted sources of grants.

The opportunities leverage existing strengths in patient care, research, development funding, and current institutional investments. For example, adult and pediatric cancer emerge as an opportunity because of the national recognition of Penn State Children’s Hospital, the recurring pediatric cancer funding from the Four Diamonds Foundation, and the institutional investments in Penn State Cancer Institute to date. The importance of enhancing human health through cancer research combined with the presence of these resources makes cancer research a tactical area of focus for the College of Medicine. A similar opportunity exists in the neurosciences due to the continued development of Penn State Neuroscience Institute and the recent investments to recruit physician scientists in Neurology.

Personalized medicine and population health are key initiatives that build on existing research (Penn State Institute for Personalized Medicine and Department of Public Health Sciences), recent investments (new chairs in the departments of Family and Community Medicine, Medicine, Neurology and Pediatrics), and leverage the Penn State Health clinical strategy of building a community health network.

See elsewhere on this page for tactical initiatives to achieve the strategic objectives for research and outcome measures associated with each objective.

Penn State Health Clinical Enterprise Strategy Expand answer

Penn State Health’s clinical strategic goal is to create a community health network, anchored by the tertiary/quaternary care resources of our academic medical center, Penn State Health Milton S. Hershey Medical Center, to support the advancement of education and research at Penn State College of Medicine and provide expanded access to safe, high-quality healthcare.

The strategies of the academic health system’s research and education enterprises complement and rely upon the clinical operations of Penn State Health. The strategic objectives of Penn State Health are:

Objective 1

Create a high-quality, large-scale health care delivery system to serve the population of central Pennsylvania, focusing on building an academic health system supported by a community network and anchored by the academic tertiary/quaternary care resources of Milton S. Hershey Medical Center.

Objective 2

Build the community health network to improve patient access into the Penn State Health care system, and render preventative care and health management to increase quality, safety and affordability.

Objective 3

Provide adequate funding and faculty/physician resources to advance the research and teaching missions of the College of Medicine and Penn State, which will, in turn, generate economic value back to Penn State Health.

Objective 4

Create a diverse and inclusive workforce of faculty, staff, students, residents and fellows.

The clinical enterprise, with a focus on developing a community health network, will invest $750 million to $1 billion to develop this network over the next five to seven years, creating new regional inpatient and ambulatory care facilities, and affiliations with physician practices and other hospital systems.

This clinical enterprise strategic focus on community health provides the synergistic logic for the College of Medicine to adopt a tactical emphasis on personalized medicine and population health. Discovery in these areas facilitates the clinical operation expansion of the community health network, and the build-out of the intended Penn State Health services would offer new venues to conduct medical education in a community care setting.

Penn State Health’s current clinical operations also create the rationale for the College of Medicine’s other areas of tactical focus. As previously mentioned, the success of the Children’s Hospital, the prominence of pediatric cancer care, and commitments to the Cancer Institute create the opportunity for advancement of cancer research. Penn State Health’s achievements with neurosurgical and psychiatry services can enable the development of the Neuroscience Institute and advance research in neural degenerative disease.

Penn State Health also serves as the single largest source of discretionary funding for the College of Medicine, necessitating the coordination and synchronization of the academic and clinical enterprise budgets, capital plans, and strategies. The academic support payment to the College of Medicine is a function of Penn State Health patient care revenues, and the dollar amounts grow and decline in synchronicity. Aligning the strategic objectives of the academic and clinical enterprise can create a symbiosis where achievement in research and education can result in higher levels of patient care revenues, a larger academic support payment, and more resources for the academic missions.

See elsewhere on this page for a profile of the College of Medicine resources, including the financial framework for accomplishing the tactical investments in the strategic plan, and for outcome measures associated with each objective.

Community Health Strategy Expand answer

The College of Medicine’s community health mission strategic goal is to collaborate with learners, community partners, and employees to create innovative programs and services to maximize physical, mental and social well-being in the five-county region.

Community health strives to improve access to health services including primary, specialty, and dental care; to extend the scope of behavioral health services; and to promote healthy lifestyles in a cost effective manner. This strategy is addressed through the community health network and a system-wide focus on population health.

The Regional Community Health Needs Assessment (CHNA) guides outreach activities by establishing three overarching priorities:

  1. Improving access to health services, including primary, specialty and dental care.
  2. Extending the scope of behavioral health services.
  3. Promoting healthy lifestyles.

Penn State Health, through the provision of clinical services, pursues the strategic objectives of providing access to patient care and growing behavioral health services. The plan to develop a community health network will offer more venues for patients to seek care in the five-county region. Other current efforts by Penn State Health (growing psychiatric services through Pennsylvania Psychiatric Institute and developing a new dental service line) further address the population health needs of the CHNA.

The College of Medicine’s strategy supplements Penn State Health’s plans and adds to the efforts to improve patient access to care. Promoting healthy lifestyles in the five-county region emerges from joint efforts between the College of Medicine and Penn State Health. Community based programs such as Food as Medicine, Farmers Market of Hershey, Hershey Community Garden, and Food Pantry Wellness and Education allow students and faculty to address healthy lifestyles in the community. Research programs such as PROWellness and Band Together allow the College of Medicine to develop new and innovative initiatives to advance community knowledge through evidence-based practices.

More specifically, the College of Medicine’s strategic objectives for community health are:

Objective 1

Increase access to health services and address issues related to health disparities and social determinants of health.

Objective 2

Provide best practices in screening, assessment, treatment, and support for programs for behavioral health, including mental health and substance abuse.

Objective 3

Promote healthy lifestyles by working with community-based resources to integrate health, economic and social environments.

Objective 4

Provide community start-up grants to students in the College of Medicine that target community health need priorities and initiate sustainable projects in the community with positive health impact.

Objective 5

Expand community engaged health research across the Penn State Health system.

See elsewhere on this page for tactical initiatives to achieve the strategic objectives for community health and outcome measures associated with each objective.

Strategic Plan Monitoring Process

Monitoring Process Expand answer

The Associate Dean of Administration is responsible for overseeing and coordinating the College of Medicine strategic planning process. Currently, Jeffrey Miller, MD, MBA, serves in this role and is also Chair and Professor of Dermatology.

Central to the College of Medicine strategic planning process are the following:

  1. Input from a wide range of stakeholders.
  2. Development of objectives and tactics, which will evolve in the ever-changing landscape.
  3. Communication of the strategic plan throughout the College of Medicine.

The CEO/Dean with the five Vice Deans – Educational Affairs, Research and Graduate Studies, Regional Medical Campus, Faculty and Administrative Affairs, and Clinical Affairs – the Associate Vice President for Finance and Business, and the leaders of Community Health meet quarterly to review, update, and assess outcome measures for the comprehensive strategic plan for the College of Medicine.

The Vice Deans are responsible for reporting on the progress of major initiatives within their respective areas of responsibility, and the Associate Vice President for Finance and Business reports on the resourcing of the initiatives and the long-term financing plan, including additional external funding that results from plan implementation.

The Vice Deans for Educational Affairs and Research and Graduate Studies utilize a team-based structure to identify objectives/tactics/accountable parties/timelines in order to execute the strategy. The Vice Dean for Research and Graduate Studies engages a Research Team in evaluating and revising the research strategic plan on a biannual basis. The Vice Dean for Educational Affairs engages the Medical Education Leadership Team (MELT) in evaluating and revising the education strategic plan on a biannual basis. The research and education teams identify linkages that connect the research and education initiatives with the patient care strategy of Penn State Health and the Community Health strategy.

Both Vice Deans coordinate planning efforts with the Associate Vice President for Finance and Business, ensuring consistency between the strategic plan, annual objectives, and the annual budget and long-term financial framework of the College of Medicine.

The Associate Dean of Administration is responsible for assembling two annual reports for the College of Medicine:

  1. an annual progress report to Penn State and
  2. a comprehensive strategic plan to the Boards of Penn State Health Milton S. Hershey Medical Center and Penn State Health

The Associate Dean of Administration is responsible for developing a communication plan for the College of Medicine Strategic Plan. The communication of the plan occurs in multiple venues in order to ensure that the plan is communicated at all levels of the organization: Faculty Organization; Executive Council; Dean’s Leadership Team; and Physician Advisory Council.

Penn State Commitment to Impact Strategic Plan

Overview Expand answer

The following sections describe the University’s mission, values, vision and strategic priorities, creating the foundation upon which the College of Medicine’s strategy rests.

Mission

The Penn State mission is to offer discovery-oriented, collaborative, and interdisciplinary research and scholarship to promote human and economic development, global understanding, and advancement of professional practice through the expansion of knowledge and new applications in the natural and applied sciences, social and behavioral sciences, engineering, technology, arts and humanities, and myriad professions.

Values

Penn State values are integrity, respect, responsibility, discovery and excellence. The university acts with integrity in accordance with high academic, professional, and ethical standards. The university respects and honors the dignity of each person, embraces civil discourse, and fosters a diverse, inclusive and safe community. The university holds faculty, staff and employees accountable for decisions, actions, and the resulting consequences. The university uses advanced research and scholarship to create new knowledge and understanding, fostering creativity and innovation for societal benefit. The university strives for excellence in research, education, clinical care, and outreach.

Vision

The Penn State vision is to lead in research, learning, and engagement, facilitating innovation, embracing diversity and sustainability, and inspiring achievements that affect the world in positive and enduring ways.

Strategic Thematic Priorities

The pursuit of the vision involves five strategic thematic priorities that frame the Commitment to Impact plan:

  1. Transforming education: enhancing access to higher education and driving discovery focused research.
  2. Enhancing health: enhancing personalized and population health, committing and investing in relevant research, education, clinical practice, and outreach.
  3. Stewarding natural resources: mitigating the dangers of climate change, and addressing the challenges of safe and abundant water, clean and renewable energy, and plentiful and nutritious food.
  4. Advancing the arts and humanities: using the humanities, arts, sciences, and other disciplines as agents of change in addressing complex global issues.
  5. Driving digital innovation: preparing students for success in the digital age, using digital outreach to foster community economic prosperity.

While enhancing health is the prominent objective of the College of Medicine, the four other university priorities apply to the biomedical and health research and education operations as well. The College of Medicine strategic plan seeks to transform education through access and research, improve population health by examining the impact of environmental and social conditions, use humanities and science to educate the next generation of health care providers, and engage technology in discovery and education.

Explore the Commitment to Impact Penn State Strategic Plan

Tactical Initiatives

Tactical Initiatives for Education Expand answer

Accomplishing the education strategic objectives involves multiple initiatives. The following list outlines the more prominent efforts:

  1. Continue to pursue curricular innovation in medical education with particular focus on curricula involving health humanities, health systems science, joint-degree enrichment options, and longitudinal integrated clerkships positioned in population healthcare delivery systems.
  2. Enhance and expand programs in the high-priority education offices of Health Systems Science Education, the Cognitive Skills Program for student learning support, the Office for a Respectful Learning Environment, the Office for Inter-professional Collaborative Education and Teamwork, and the Woodward Center for Excellence in Health Sciences Education for support in developing faculty skills as educators.
  3. Expand and enhance the 3+ accelerated residency pathways in family medicine and primary care internal medicine, by:
    1. identifying medical students committed to primary care and specifically careers in primary care in Pennsylvania, and
    2. providing financial support to enable accelerated completion of their medical school requirements, enter a residency program a year earlier, and mitigate total tuition costs by 25 percent.
  4. Create increased education and training opportunities to recruit and retain physician-scientists in biomedical research by developing:
    1. a 3+ accelerated pathway for medical students to devote more time to research,
    2. new graduate education programs within the NIH-funded joint degree MD/PhD (Medical Scientist Training Program), and
    3. a multidisciplinary Physician-Scientist Training Program for residents and fellows interested in developing research-intensive careers.
  5. Evaluate and improve graduate education programs in Biomedical Sciences, Neurosciences and Biostatistics by instituting changes in the curriculum to support critical thinking, interdisciplinary science and big data analytics.
  6. Expand degree programs in public health sciences, epidemiology, population health, and physician assistant studies.
  7. Structure the medical education annual operating budget to keep Medical Doctor degree tuition levels stable.
  8. Add $10 million (development/matching funds) to the $20 million (FY2017) scholarship endowment, increasing the perpetual annual scholarship outlay by $400,000.
  9. Continue the development of an educationally integrated network among the degree programs at the College of Medicine, and nursing and allied health professional degree programs at other regional colleges and universities.
  10. Continue the expansion of the parallel University park curriculum from a clinical to a full MD curriculum, bringing together the resources of the College of Medicine and Penn State University’s Colleges of Science, Health and Human and Development, and Nursing with clinical immersion opportunities at a community-based medical center.
  11. Increase the racial/ethnic diversity of our student population, with the goal of recruiting approximately 30 percent from populations underrepresented in medicine and sciences, as well as increasing the representation of student with military backgrounds and with disabilities.
  12. Construct the new Innovation Pavilion, which will include over 80,000 assignable square feet for educational purposes, allowing growth in the physician assistant degree program, and providing spaces that support changes in educational pedagogies and technologies, including team-based and inter-professional learning.
  13. Adopt a new faculty/physician compensation plan that incentivizes education and research productivity and accomplishment, to create
    1. greater undergraduate and graduate medical education teaching effort among the clinical and basic science faculty,
    2. greater research effort among the clinical science department faculty, and
    3. partnerships between the clinical and basic science department faculty in education and research.
  14. Develop a stronger portfolio of extramurally funded training opportunities for graduate students and postdoctoral fellows, with the goal of increasing the number of trainees supported through National Research Services Awards.
  15. Expand the percentage of teaching faculty engaged in educational scholarship in order to develop, evaluate, and disseminate innovative techniques and methods in the education of clinicians and scientists.
  16. Annually assess burnout, engagement, civility, and impediments to work, including issues with information technology, challenges with conducting research, challenges with teaching and training; crowd source and cascade solutions with input from chairs and division chiefs.
  17. Complement the Junior Faculty Development Program with program offerings for mid-level faculty including writing workshops, mentored opportunities, and underwriting for national leadership development including Macy and ELAM offerings.
Tactical Initiatives for Research Expand answer

The College of Medicine is employing multiple tactical investments and programs to facilitate the research strategy, including recruitment efforts, new and refurbished facilities, technologically contemporary equipment, and professional development initiatives. The following list includes the more prominent projects:

  1. Construct the new Innovation Pavilion ($317 million, 106,000 assignable square feet) involving experimental laboratories and computational space for approximately 60 principal investigators, a new state-of-the-art vivarium, expanded imaging Core Facilities, and dedicated space for pediatric cancer research.
  2. Continue the 10-year, $80 million refurbishment plan for existing experimental laboratory space.
  3. Expand the Institutional Core Facilities, including a new Imaging Core service for cryo-electron microscopy and super-resolution confocal microscopy, upgraded magnetic resonance imaging, zebrafish core for genetic analysis, and expanded whole genome sequencing technology.
  4. Promote collaboration among clinical and basic science departments, leveraging the recent successes in recruiting clinical science department chairs that promote an emphasis on biomedical and health research.
    • Population health and health outcomes research: Departments of Medicine, Pediatrics and Family and Community Medicine.
    • Neurosciences: Departments of Neurology and Neurosurgery.
    • Mechanistic basic, translational, and clinical research: within the subspecialties of the Departments of Medicine and Pathology.
    • Molecular Pathology and Diagnostics: Department of Pathology.
  5. Continue the physician-scientist recruitment initiative to hire five new physician faculty members with 75 percent time/effort dedicated to research.
  6. Expand the Cancer Institute clinical trials operations and grow the number of principal investigators doing cancer research, aimed at building a competitive application for a Cancer Center Support Grant from the National Cancer Institute.
  7. Create a Radiation Oncology department to strengthen the Cancer Institute by recruiting research faculty investigating molecular mechanisms and radiation therapy of cancer.
  8. Continue to develop and expand the Center for Medical Innovation, which supports faculty efforts to disseminate discoveries and inventions in biomedical and health research through education, patents, licenses, commercialization, and entrepreneurship.
  9. Institute a cluster hire program that is a partnership of clinical and basic science departments in collaborative research (Dermatology, Pathology, Microbiology and Immunology, and Biochemistry and Molecular Biology) to recruit five new faculty members instigating the role of the microbiome in health and disease.
  10. Advance the Neuroscience Institute, a multi-departmental collaborative among Neurosurgery, Neurology, Psychiatry, Physical Medicine and Rehabilitation, and Neural and Behavioral Sciences, with an emphasis on neurodegenerative diseases.
  11. Establish the Penn State Addiction Center for Translation, an interdisciplinary team of faculty working to understand the mechanisms underlying addiction, with the goal of preventing and treating addiction and substance use disorders.
Tactical Initiatives for Community Health Expand answer
  1. Provide an environment for student learning in the community.
  2. Volunteer at a student-run free health clinic in an urban setting for underserved patients.
  3. Provide adequate healthcare services dedicated to the overall well-being of our citizens.
  4. Address health disparities and social determinants which adversely impact accessibility to healthcare and specialty care services.
  5. Increase accessibility to dental providers.
  6. Implement an integrated care model for behavioral health services.
  7. Provide optimal care for specific mental health diagnoses.
  8. Enhance behavioral services for children in need.
  9. Promote consumer and system health literacy on mental health concerns.
  10. Implement an opioid task force and stewardship program.
  11. PPI will initiate an opiate treatment center.
  12. Educate the community on prevention of prescription drug and opioid misuse, abuse and overdose.
  13. Reduce access to prescription drugs, and the possibility of misuse and abuse.
  14. Increase opportunities for engagement in physical activity.
  15. Increase opportunities for people to learn about and make healthy food choices.
  16. Increase access to evidence-based smoking cessation and prevention programs.
  17. Support the medical student Food as Medicine program.
  18. Award annual community start-up grants to students.
  19. Initiate community engaged research studies with student involvement.

Outcomes and Objectives

Biomedical and Health Professions Education Objectives Expand answer
Biomedical and Health Research Objectives Expand answer
Penn State Health Clinical Objectives Expand answer
Community Health Objectives Expand answer

Financial Framework of the College of Medicine

Overview Expand answer

The College of Medicine has a financial planning framework designed to incentivize academic accomplishment, garner external sponsorship, enhance development, and generate greater resource levels from the clinical enterprise. The College of Medicine financial plan contains the following components (all figures are from FY2017):

  1. Eighteen clinical science and 8 basic science departments collectively have over $70 million in discretionary reserves to bolster the research and education engagement of the faculty.
  2. $287 million in cash assets for investment in strategic initiatives, including facility acquisitions and construction.
  3. $300 million in restricted endowments (generating $12 million in annual restricted revenue), $100 million in discretionary investments (not committed).
  4. $25 million in development pledges, $10 million development goal, and a $50 million discretionary endowment, all dedicated to the Innovation Pavilion.
  5. Debt capacity of approximately $200 million, financed through Penn State, committed to new academic facilities.
  6. $63 million in current annual funds flow from Penn State Health, designed to grow as the clinical enterprise expands.
  7. $8 million in annuity revenue for facility occupancy fees (growing to $13 million in FY2019) from Penn State Health.
  8. Annual positive unrestricted cash flows of $6 million.

Innovation Pavilion Expand answer

The financial plan to construct the Innovation Pavilion is an example of how the College of Medicine will utilize current assets, the financial relationship with Penn State Health, and access to University resources to achieve the single largest strategic plan tactical objective. The financing structure for the Innovation Pavilion involves a combination of current cash, development pledges and goals, an endowment divestiture, and debt from the University:

The debt financing for the Innovation Pavilion involves occupancy fee payments to the College of Medicine from Penn State Health for utilizing University-owned facilities.

Assets and Revenue Expand answer

The following table outlines the current assets of the College of Medicine, which represent current and anticipated cash.

The remaining strategic initiatives will receive funds from future cash flows originating with a growing academic support payment from Penn State Health and increasing levels of external grants and contracts for research operations.

The College of Medicine’s annual revenue originates from multiple sources, including a significant amount from Penn State Health’s investment in research and education.

Penn State Health serves as the single largest source of discretionary funding for the College of Medicine, necessitating the College of Medicine strategic plan requires annual increases in the academic support payment from Penn State Health.

The financing plan for the construction of the Innovation Pavilion, experimental laboratory refurbishment plan, equipment for the imaging core, clinical science chair recruitment packages, investments in the Cancer Institute, regional campus development, scholarship growth, curriculum redesigns, and other strategic initiatives rely on a growing academic support payment from the clinical expansion of Penn State Health.

The College of Medicine will utilize all existing assets to establish the research and education infrastructure and venture capital to begin initiatives, but the recurring costs to maintain the new or expanded programming will come from the academic support payment.