Increase cancer related clinical trials accrual to 12% for at least one full year before the NCI Comprehensive Cancer Center grant renewal
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1 Wake Forest Baptist Medical Center Wake Forest School of Medicine Strategic Plan (Updated October 2014) DRAFT for approval by the Medical Center Board, February 2015 GOAL 1: ENHANCE CANCER RELATED BASIC, TRANSLATIONAL, AND CLINICAL RESEARCH Increase cancer related clinical trials accrual to 12% for at least one full year before the NCI Comprehensive Cancer Center grant renewal 1. Strategy: Recruitment of medical and radiation oncologists with clinical trials experience. 2. Strategy: Reward clinical trials participation through compensation plan, specifically WFBMC investigator-initiated trials. 3. Strategy: Recruit senior investigators with clinical trials experience. 4. Strategy: Enhance clinical informatics capabilities Objective 2: Increase NCI funding 20% by Strategy: Recruitment of additional early and mid-stage investigators with basic and translational research programs in cancer. 2. Strategy: Increase pilot funding from Cancer Center. Create strategic plan that defines priority areas for cancer related investigation Objective 4: Create at least one additional endowed chair by 2016 GOAL 2: ENHANCE AGING/ALZHEIMER S DISEASE BASIC, TRANSLATIONAL, AND CLINICAL RESEARCH Compete successfully for an Alzheimer s disease Center (ADC) Grant 1. Strategy: Submit ADC grant in 2014 with Suzanne Craft as PI. 2. Strategy: Recruitment of additional junior and mid-level faculty with Alzheimer s disease related research programs. 1
2 Objective 2: Increase Alzheimer s disease related research funding 20% by Strategy: Recruitment of additional junior and mid-level faculty with Alzheimer s disease related research programs. 2. Strategy: Enhance mentoring for junior faculty to obtain NIH Career ( K ) awards and transition from K to R awards. 3. Strategy: Successful funding of ADC grant. Recruitment of a faculty member with basic science laboratory program relating to aging (e.g. senescence, autophagy, mitochondrial alterations, and brain plasticity) Objective 4: Create at least one endowed chair by 2016 GOAL 3: ENHANCE BASIC, TRANSLATIONAL, AND CLINICAL RESEARCH IN THE AREAS OF DIABETES, OBESITY, METABOLISM, AND RELATED CARDIOVASCULAR DISEASES. Grow funding in research related to diabetes and obesity 20% by Strategy: Recruit Director for new Center on Diabetes Obesity & Metabolism. 2. Strategy: Focus on strengths in population health, genetics, and obesity-related programs to help direct recruitment of Director. Objective 2: Compete successfully for a Diabetes Research Center (DRC) or similar multiinvestigator grant 1. Strategy: Establish submission of DRC application as a priority for Director of Center on Diabetes Obesity & Metabolism. Increase clinical trials activity in diabetes and obesity 20% by Strategy: Continue strengthening of Clinical Trials Office (CTO). 2. Strategy: Contact Clinical Research Organizations (CRO) to include WFBMC as a clinical trial site 3. Strategy: Work with endocrinology and weight management faculty to facilitate their involvement in clinical trials. 2
3 Objective 4: Emphasize programs in health equity in diabetes prevention and treatment. Objective 5: Create at least one endowed chair by 2016 GOAL 4: ENHANCE TRANSLATIONAL ACTIVITY IN REGENERATIVE MEDICINE Increase enrollments in clinical trials by 50% by Strategy: Enhance capabilities of current regenerative medicine clinical trial support center. 2. Strategy: Facilitate interactions and relationships throughout the health system. Objective 2: Increase industry sponsored funding by 50% by Strategy: As more products mature, accelerate licensing, and creation of joint programs, startups, and joint ventures. 2. Strategy: Pursue synergies with current industry needs. Create at least one endowed chair by 2016 GOAL 5: ENHANCE THE CLINICAL, RESEARCH AND EDUCATION MISSIONS BY FURTHER INTEGRATING PATIENT CARE AND RESEARCH. Increase extramural funding in comparative effectiveness, health services, and population health research by 20% by Strategy: Advance population health science and comparative effectiveness research through the formation of the Wake Forest Center on Health Care Innovation and Transformation. 2. Strategy: Recruit an exceptional leader as Vice President of Population Health/Director of the Center on Health Care Innovation and Transformation. 3. Strategy: Support and grow population health research, by bridging research and clinical efforts in our patient population. 4. Strategy: As the health system expands, leverage clinically integrated networks to undertake clinical research in diverse populations. 3
4 Objective 2: Create and utilize patient clinical encounter data and samples to develop five new research projects by Strategy: Screen and consent all patients at Wake Forest Baptist Health facilities for research. 2. Strategy: Maximize use of WakeOne for clinical research activities. 3. Strategy: Develop and maintain human tissue and image repositories in targeted areas of strategic importance. 4. Strategy: Build partnerships with other organizations with data, e.g. Inmar, PCORI, etc. Use our clinical observations to inform/develop research hypotheses to be tested in pilot studies in Strategy: Encourage cross-disciplinary research by including clinical faculty as members of research centers that create opportunities for interaction. 2. Strategy: Create translational research groups that align Integrated Practice Unit (IPU) leaders with basic/population health researchers. Objective 4: Translate research discoveries into clinical care with the goal of increasing quality and revenue by 15% in FY Strategy: Develop an implementation science team to evaluate strategies to implement important translational findings into clinical care. 2. Strategy: Assess current strengths in implementation science; if needed, recruit faculty in relevant discipline(s). 3. Strategy: Develop a precision medicine program integrating genomics with cancer and thereafter, other clinical areas. GOAL 6: ENCOURAGE AND MAINTAIN SUCCESSFUL RESEARCH PROGRAMS BEYOND THOSE SPECIFICALLY MENTIONED IN THE RESEARCH STRATEGIC PLAN Compete successfully for multi-disciplinary programmatic funding in at least one newly developed area every two years 1. Strategy: Ensure access of central resources to all investigators. 4
5 2. Strategy: Provide a mechanism through the Dean s Office to review and provide pilot funding for multi-disciplinary research in these areas. 3. Strategy: Develop a mechanism that links research to strengths in the clinical enterprise. 4. Strategy: Provide infrastructure to support the initiation and development of new multidisciplinary teams. GOAL 7: ENHANCE INSTITUTIONAL INFRASTRUCTURE TO OPTIMIZE RESEARCH PRODUCTIVITY Increase the internal use of core resources by 20% by Strategy: Identify and advertise all existing cores and standardize available information, including service lists, prices, and core education. 2. Strategy: Manage and support core operational procedures to both achieve operational excellence and ensure compliance with regulatory guidelines. 3. Strategy: Investigate the consolidation of some core operations into larger models that allow for economies of scale, cross training, and back-up of technical staff for operational efficiency. Objective 2: Identify and procure one new resource in FY16 with appropriate expertise that will enhance the capabilities of multiple priority areas, improve connections, and leverage existing strengths. 1. Strategy: Conduct an analysis to determine areas of expertise and technologies that will strengthen the scientific programs of multiple areas of strategic importance. 2. Strategy: Engage faculty to determine potential scientific and financial impact. 3. Strategy: Add first new resource with appropriate faculty expertise in FY Establish preeminence in one new or existing core resource to expand business opportunities and become a regional/national/international destination for specific services. 1. Strategy: Identify and invest in new or existing expertise/technology with the potential to improve the local scientific environment as well as Wake Forest s competitive position in the regional/national/international core market. 5
6 2. Strategy: Partner with Wake Forest Innovations to cultivate and maintain relationships with external entities that will benefit from access to Wake Forest expertise and/or core services. 3. Strategy: Examine and refine institutional policies and procedures to support the efficient initiation and provision of core services to a broad constituency of users. Objective 4: Identify, nurture, and invest in one new Program/Center in FY16 with significant potential to become a future area of strength. 1. Strategy: Examine and evaluate institutional strengths and the future of science to identify areas ripe for investment. Objective 5: Improve success rate of junior faculty grant and contract submissions by 10% in FY Strategy: Establish mechanism to pre-review junior faculty grant applications. 2. Strategy: Institute monitoring of expectations, metrics, and staged expenditures for pilot funding to junior faculty. GOAL 8: STRENGTHEN EDUCATIONAL PROGRAMS Institute innovative and integrated longitudinal 4-year MD curriculum by July Strategy: Reorganize education infrastructure to support state of the art educational methods. 2. Strategy: Redesign curriculum for early and continuous clinical experience. 3. Strategy: Integrate emerging topics in medical practice (e.g., inter-professional education, value-based practice, quality and safety, community health and partnerships, comparative effectiveness, translational science). Objective 2: Broaden the career opportunities for MD graduates 1. Strategy: Increase the number of dual degree offerings (e.g., MD-JD and MD-MM). Enhance scholarship support for MD students to levels commensurate with the top 25% of private medical schools 1. Strategy: Increase philanthropic support as part of the capital campaign 6
7 Objective 4: Achieve extramural funding for scholarly activities in education by Strategy: Respond to appropriate educational requests for applications. Objective 5: Construct a viable financial model for the Graduate School by Strategy: Rebalance distribution of graduate students to better reflect scientific and socioeconomic needs. 2. Strategy: Broaden career opportunities by expanding joint degree offerings with other WFU units. 3. Strategy: Develop tuition paying Master of Science programs in market areas of national scientific importance 4. Strategy: Develop Educational Value Unit compensation model for graduate school teaching 5. Strategy: Enhance education infrastructure to support innovation and efficiency. 6. Strategy: Increase the number of training grants. 7. Strategy: Leverage the combined PhD/MBA program to aid in graduate student recruitment and the development of commercialization talent for the Medical Center itself. Objective 6: Grow Physician Assistant Program 1. Strategy: Expand training program capacity and impact through regional partnerships 2. Strategy: Design accelerated practice readiness models and residencies in high complexity practice models. 3. Strategy: Develop financial incentive models for clinical preceptors 4. Strategy: Develop inter-professional educational models with medical center and regional peers across multiple disciplines. 7
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