Strategic Goals 2010
The U-M Department of Otolaryngology Head and Neck Surgery celebrated its centennial year in 2004 and looks forward to another 100 years. (Learn more about our 100 years of excellence.) Specifically, our Department Chair has established strategic goals for the department through 2010.
The Department of Otolaryngology - Head and Neck Surgery at the University of Michigan will be the global leader in providing exemplary clinical care, training the next generation of leaders in the field, and shaping the future of research and patient care in Otolaryngology.
The mission of the Department of Otolaryngology - Head and Neck Surgery at the University of Michigan is to be the recognized leader in clinical care, education and scientific discovery. We seek sustainable excellence as:
- Providers of world-class, compassionate care within a sophisticated multidisciplinary clinical delivery system;
- Great and innovative educators of students, residents, fellows and our professional colleagues such that we are the most sought-after training program in the country and trainers of the next generation of leaders and scientists in the field;
- Creators of new knowledge that makes a differences in the lives of our patients;.
- Responsible and innovative stewards of philanthropic, institutional and extramural resources;
- Leaders who enhance employee engagement and job satisfaction for all members of the department and health care team;
- Exemplary role models for our students, trainees and colleagues; and
- Developers of a business model with a strategic focus that assures long-lasting financial stability.
In order to achieve our mission over the next ten years we will need to continually change to best meet our challenges. Our goals will need to reflect past changes as well as the anticipated evolution in medicine. Specifically, there are nine areas of intermediate term strategic goals that relate to our mission and our administrative, business and economic challenges. Those areas are as follows:
Provide the Best Patient Care
We seek to provide the very best medical and surgical care for our patients. This includes providing the highest quality scientific advances, the highest quality patient experience and the most compassionate and nurturing environment in which we offer sophisticated clinical care delivery. Modern care is increasingly complex and crosses subspecialty divisions. Because our academic teaching and research missions demand highly sophisticated subspecialty focus, we must build a team approach to care that includes providers outside of our specialty, and we must extend some care responsibilities to non-physician providers. In our 2000 strategic plan we envisioned teams of teaching clinicians, and we have obtained that transformation. In the next decade we must improve coordination of care for our patients, and embrace new technology that can improve care through information handling and communication, thereby reduce errors. Because quality care depends on incorporation of the latest advances in science, we will develop clinical research goals for each clinical division in the department and measure success of their translational efforts. We will expand and enhance funding for multidisciplinary care models and seek grant funding for related clinical research. We will work within the Health System to promote financial models that provide sharing of the rewards from improved care models.
Be Recognized for Providing the Best Patient Care
It is not enough for us to take pride in the quality of care we provide, we must market that care and differentiate the services we provide from our competition. Patients and referring physicians must seek out and appreciate the value added by our involvement in the care of their patients. Our reputation is only as good as the care we provided to the last patient they referred. Improving our reputation also will rely on improving our relations with referring physicians. We must continue to expand front desk skills, and increase the use of computerized, fax and web-based communications. We will significantly improve patient access and streamline our consultation process. We are, after all, mainly tertiary care experts, and providing consultation and advice is a part of our mission that we should readily embrace. We must develop networks of collaborative community otolaryngologists that learn new treatments with us, and we should support development of guidelines and outcome measures that lead to improvements in their clinical practices. We must increase publication of our clinical results. We will help implement institutional computerized information and referring physician Web systems, and incorporate these into our practice.
Continually Improve Education
We will promote lifelong learning among our residents and graduates by strengthening alumni relations. We will take advantage of changes in RRC and ABO expectations to increase the breadth of resident education to incorporate more research, electives, business, community medicine and professionalism. We will enhance core competencies in the six areas of emphasis and increase faculty teaching skills in these areas. We will expand exposure of M1 and M2 students to otolaryngology through observational preceptorships, increased summer research opportunities, the clinical skills simulation center and achievement in basic science courses such as anatomy and physiology.
Develop Non-Clinical Sources of Support
To be successful in our academic mission we must expand our endowment. We must seek increased non-federal support for basic and clinical research from foundations and corporations. We should seek new revenue sources by providing administrative services to the Health System or outside consultation, including encouraging the development of intellectual properties.
Expand Our Efforts in Developing Multi-Disciplinary Care Models
Over the last 20 years we have been very successful in pioneering multidisciplinary care models that have contributed to the academic, financial and reputational success of our department. These have included head and neck cancer, and cutaneous oncology. Since 1995 we have developed new multidisciplinary programs in sinus disease, voice disorders, skull base and sleep apnea. These programs need to be expanded to increase translational research opportunities and potential grant funding. We will develop new programs and seek funding through the UMHS Clinical Innovation Funds, departmental funds and philanthropy. Potential new programs could include hearing disorders, salivary gland disease, rhinology and balance disorders. Some programs may be stimulated by the development of concurrent program project grants in the basic sciences. We will develop collaborative plans as part of the Health System's response to the NIH Roadmap Program for establishing Regional Translational Research Centers.
Expand the Role of Philanthropy
We have had modest success in establishing an endowment base for teaching and research missions. We must expand our efforts to secure at least collegiate level chair endowments for all professors on the department's clinical faculty and endowed professorship and/or research endowments for all of the major research programs in our department. This will require tripling our endowment and the commitment of the entire faculty to make it happen. We will use the "Michigan Difference" campaign to springboard this fund raising drive. The Development Committee will be allocated funds to support its efforts.
Ensure the Continued Integral Role of Research
A major strength of the department for the past 50 years has been its research programs. Basic research in auditory physiology and the KHRI have been integral components of our clinical and teaching programs since first developed by Merle Lawrence in the 1950s. The KHRI has been the research arm of the department since 1972. The research programs saw significant expansion in scope and a doubling of grant funding over the past 10 years. Strategic planning for the replacement of retiring senior faculty must consider program strengths in the areas of the genetics of hearing loss, central auditory plasticity and responses to auditory prosthetics, cancer biology and molecular genetics. Increased emphasis must be placed on new ROI's and translational research. Translational and basic collaborative research programs must be developed and strengthened for each clinical division in the department. Innovative funding models should be explored to provide infrastructure support for research.
Administration's Commitment to the Future
We are very proud to be part of one of the best academic medical centers in the nation. In the aggregate, we are an extraordinarily successful and financially secure Health System. We are also fortunate to have willing and engaged faculty that love to tackle daunting challenges. Their dedication and time commitment to the University and Health System is an example of why we continue to be successful even in difficult times. We remain committed to enhancing the stature of our Hospital and Medical School through commitment to innovation, quality improvement, and national leadership in teaching, clinical care and research. The statement of strategic goals 2010 is a summary of the pathway to future success that we must walk together.