sp y2-5 form revised 032310 - meharry medical collegentics, 2011. feasibility study. 1.2.5 uate and...

Revised: 03/23/2010

Meharry’s Plan for Action 2009-2014

The Strategic Plan for Years 2010-2014

M-PACT! 1

M-PACT!: Meharry’s Plan for Action 2009-2014

Strategic Plan for Years Two through Five Strategic Pathway I: Educational Excellence We will provide an enriching environment, which assures and sustains academic excellence and professional competency in all academic programs, by enhancing and strengthening the quality of our instructional programs, incrementally growing the size of existing programs, and adding new graduate degree programs.

Year Two Priorities (2010-2011)

Goal Measurable Objectives Outcome Measures Resource Needs* Achieve/maintain >90% first time pass rate on USMLE Steps 1 and 2 by 2014.

First time pass rate greater than 90% on Step 1 and greater than 90% on Step 2 (CK)

Ongoing operational expense

Achieve/maintain >85% first time pass rate on NBDE Parts 1 and 2 by 2014.

First time pass rate greater than 85% on Part 1 and greater than 85% on Part 2


Achieve/maintain SOM on-time graduation rate of >90% by 2014.

On-time graduation rate greater than 90%


Achieve/maintain SOD on-time graduation rate of >80% by 2014.



Goal 1.2.1 Improve student performance on standardized and/or licensure examinations and on-time graduation rates in all schools.

Achieve/maintain SOGSR on-time graduation rate of 90% by 2014.

On-time MSPH and PHD graduation rate greater than 80%


Goal 1.2.2 Develop implementation plan for four new degree programs in the School of Graduate Studies and Research.

Comprehensive plan to offer new MS and professional degreed finalized by: 2011—Biotechnology and bioinformatics 2012—Environmental Toxicology and Physicians Assistant 2013--Forensics

Internal and external approval to offer the degree

-- Consultant fees ($50k to $100k) -- Ongoing operational expenses $10k to $50k per new program (administrative support, faculty time)

* All Resource Needs are contingent on availability of funds through general operating funds, targeted fund-raising, or grants.

M-PACT! 2

Strategic Pathway I: Educational Excellence

Goal Measurable Objectives Outcome Measures Resource Needs* Number of staff assigned to office

Office of Post Doctoral Affairs fully operational by 2011. Number of students served by the office

-- Salary for staff ($100K after 2012) -- Budget for supplies and equipment ($5K/year after 2012)

Core curriculum in ethics, professionalism, and bioinformatics offered in all schools by 2011.

Number of students who complete the courses


Implement targeted career pathways for research and health policy for students by 2011.

Number of students participating in program


Learning Societies established in SOD and SOGSR (MD/PHD) by 2011.

Number of students who participate in learning societies in all schools

Ongoing operational expense ($3K/society)

Number of courses supported by Dental Simulation Center

Fully operational Dental Simulation Center by July 2010.

Number of students who utilize the Dental Simulation Center

Equipment and supplies

Number of faculty providing research experiences for medical students

Goal 1.2.3 Enhance existing academic programs through new student support services and inter-professional curricular offerings.

Required 8-10 week medical student research experience beginning FY11.

Number of medical students completing research experiences

$345,000 for student stipends annually (partially funded through COE grant)

Scholarships for tuition, fees, books, and living expenses awarded to 10% of class per school ((MD, DDS, and MSPH ~21 students) by 2014.

Number of full scholarships awarded annually in each school

$925,000 (part of a special campaign through Development Office)

Goal 1.2.4 Increase the number of highly qualified students admitted to all degree programs.

Stipends increased for all (60) PhD students to reach national stipend levels

Number of stipend supplements awarded

$300,000 ($5K per student) annually

* All Resource Needs are contingent on availability of funds through general operating funds, targeted fund-raising, or grants.

M-PACT! 3


Goal Measurable Objectives Outcome Measures Resource Needs* Number of students in MD/PhD program

Number of MD/PhD students doubled from 6 to 12 by 2014

Number of students receiving MD tuition support and stipend for last two years of MD training

$50,000 per student/year for two years

Feasibility study for establishing graduate medical and dental education programs such as Surgery, Pediatrics, Oral Pathology, Orthodontics, and Endodontics, Pediadontics completed by 2011.

Completed feasibility study

$5,000 for consultants and staff to conduct feasibility study.

Goal 1.2.5 Expand and enhance graduate medical education and advanced dental education (residency) program.

Feasibility study for establishing a foreign DDS program completed by 2011.

Completed feasibility study Ongoing operational expense

Year Three Priorities (2011-2012)













* All Resource Needs are contingent on availability of funds through general operating funds, targeted fund-raising, or grants

M-PACT! 4


Goal Measurable Objectives Outcome Measures Resource Needs* Number of courses in SOM and SOD supported by the simulation center

Goal 1.3.2 Enhance academic programs through new student support services and inter professional curricular offerings.

Expansion and centralization of clinical simulation centers by FY12.

Number of students utilizing the simulation center

$3 million for space and equipment (contingent upon grant support)

Approved degree program Number of applicants

MD/MSPH and DDS/MSPH degree programs established during FY12.

Number of students enrolled

-- 2 full-time faculty -- Faculty salaries ($75K-$80K/faculty)

Approved track in Health Policy Number of applicants

Track in Health Policy established in MSPH program during FY12

Number of students enrolled

Partner with RWJF Center faculty

Certificates in Health Policy awarded Number of graduates of Health Policy Certificate Program

Ongoing operational expense (RWJF grant)

Approved degree program

PhD program in clinical research established during FY12.

Number of applicants

Faculty Faculty salaries

Additional evidence based medicine/dental resources acquired by MMC Library.

Number of evidence based medicine resources available through MMC Library

Cost of additional resources

Employment of 1 to 2 subspecialists in pediatrics and surgery

Number of subspecialist pediatricians employed

$150,000 plus fringe benefits per physician

Goal 1.3.3 Expand and enhance graduate medical education and advanced dental education programs.

Employment of 2 dental specialists Number of dental specialists employed $150,000 salary plus benefits per dentist


M-PACT! 5


Year Four Priorities (2012-2013)













Established fellowship programs in internal medicine, family medicine, OB/GYN, and psychiatry by 2013

Number of fellowships established in each program annually

$50,379 per fellow Goal 1.4.2 Expand and enhance graduate medical education and advanced dental education programs.

Dental residency programs established in oral pathology, endodontics, pediadontics, etc. by 2013

Number of dental residencies established

PGY1: $45,439 PGY2: $46,968 PGY3: $48,676


M-PACT! 6


Year Five Priorities (2013-2014)













Pediatric residency developed in 2014.

Submission of application for pediatric residency

-- $182,000 salary plus fringe benefits for 4 residents -- $500 book allowance per resident -- Space for residents office and lockers

Surgery residency established by 2014

Number of residency slots offered for Match in 2014

PGY1: $45,439 PGY2: $46,968 PGY3: $48,676 PGY4: $50,379 PGY5: $52,396

Number of faculty hired to support programs Number of applicants for programs

Goal 1.5.2 Expand and enhance graduate medical education and advanced dental education programs

MS Degree in Public Health/Administration and MS in Health Policy offered in 2014.

Number students in entering classes

-- $75,000 plus fringe benefits per 2 new faculty members -- $68,125, full tuition for four students (2 per program) -- Space for 10 faculty offices, 2 staff offices, and student meeting area


M-PACT! 7

Strategic Pathway II: Faculty Recruitment, Retention, and Development We will attract and sustain a cadre of committed and productive faculty who exemplify the highest standards of personal ethics and professional excellence in teaching, research, patient care, and community service.


Goal Measurable Objectives Outcome Measures Resource Needs* Goal 2.2.1

Increase compensation for all faculty who are below the AAMC or ADEA 25th percentile to the 25th percentile based on compensation policy criteria.

Increased salaries of the 25 faculty members and chairs identified as being below the 25th percentile by FY11.

Number of faculty whose compensation is increased to published, regional salaries based on rank, administrative position, specialty, and discipline.

TBD—contingent on analysis of current faculty salaries

Goal 2.2.2 Recruit and hire faculty as determined by the Year One assessment to meet subject matter or discipline based teaching requirements.

New faculty hired to meet high priority teaching needs as specified by chairs and deans by FY11.

Number of new high priority teaching faculty hired.

-- Salaries TBD -- Office space -- Laboratory space -- Support staff (technicians, post docs) -- Supplies

Goal 2.2.3 Enforce existing policy for hiring new faculty.

Number of faculty hired in keeping with policy during FY11.

Documentation of appropriately hired faculty.


Implementation of fully approved Faculty Compensation Policy by December 2010.

Documentation of approved compensation policy.

Goal 2.2.4 Implement Faculty Compensation Policy

Number of faculty hired in keeping with the Faculty Compensation Policy during FY11.

Number of faculty hired

Ongoing operational expense (administrative activities)

Documentation of number of faculty evaluated annually.

Goal 2.2.5 Implement process of linking evaluation of faculty productivity to the Compensation Policy

All faculty evaluated annually by department chairs beginning FY11.

Number of faculty receiving merit based salary increases, bonuses, and/or incentives.

Cost of merit increases, bonuses, and/or incentives TBD


M-PACT! 8

Strategic Pathway II: Faculty Recruitment, Retention, and Development



Recruit and hire faculty as determined by the Year One assessment to meet subject matter or discipline based teaching requirements.

New faculty hired to meet high priority teaching needs as specified by chairs and deans by FY12.

Number of new high priority teaching faculty hired.

-- Salaries TBD -- Office space -- Laboratory space -- Support staff (technicians, post docs) Supplies

Goal 2.3.2 Enhance faculty development

.

Academy for Teaching and Learning Excellence Established by FY12

Academy for Teaching and Learning Excellence established; implementation of objectives started by 2011

Combination of COE and institutional funding for faculty development and staff support


Goal Measurable Objectives Outcome Measures Resource Needs* Number of faculty development activities offered annually

-- Funds to pay facilitators -- Funds for workshop materials

Number of faculty who participate in faculty development activities.

Goal 2.4.1 Enhance faculty development.

Increased number of faculty development activities by 40% by FY13.

Number of junior faculty who progress to promotion

-- Release time -- Professional membership dues -- Funding for travel to development activities -- Funding for faculty recognition/award programs


M-PACT! 9

Strategic Pathway II: Faculty Recruitment, Retention, and Development

Goal Measurable Objectives Outcome Measures Resource Needs* Increase in student performance on subject boards and licensure examinations

Number of scholarly publications

Funds for teaching materials

Number of teaching oriented grant applications

-- Faculty release time -- Funding for travel to faculty development activities

Increased in the number of applications for teaching-oriented grants by FY13.

Number of faculty who obtain mini sabbatical grants

Funding for mini-sabbaticals


Goal Measurable Objectives Outcome Measures Resource Needs* Criteria for the program developed by 2014.

Senior Distinguished Educator Program guidelines document. Senior Distinguished Educator Program implemented

Funds to support the program

Goal 2.5.1 Develop and implement a Senior Distinguished Educator Program.

Three senior distinguished educators recruited for program by 2014.

Minimum of three faculty members designated as Senior Distinguished Educators

Funds to support the program


M-PACT! 10

Strategic Pathway III: Clinical Excellence We will diversify and expand our clinical enterprise by maintaining our primary care focus and targeting selected specialty areas that meet the community’s needs.



Establish a clinical outpatient site for all specialties, including a medical home.

Prospectus, including Resource Needs*, developed by December 2010.

Prospectus developed -- Funding for consultant -- Funding for marketing

Establish AmeriGroup rural telemedicine sites in 2010.

Number of operational AmeriGroup telemedicine sites.

Space for telemedicine service

Goal 3.2.2 Implement and expand telemedicine services. Doubled number of rural telemedicine

sites by 2011. Number of operational AmeriGroup telemedicine sites.

Salary for program manager

Eighty percent (80%) of paper records converted to EMR system by 2011.

Percentage of paper records converted to EMR

Funding for EMR equipment

Goal 3.2.3 Implementation of Electronic Medical Record (EMR) system.

Meaningful use of EMR established among clinicians and staff by 2011.

Quality of patient safety measures

Increased hospital census

Number of hospital admissions


Increase in jointly recruited clinical faculty

Number of jointly recruited and hired clinical faculty

Funding for faculty with joint appointments

Goal 3.2.4 Enhance collaboration with NGH to strengthen clinical outcomes.

Unified consent process for clinical research developed

Unified consent process for clinical research established


Number of dental faculty participating in Dental Faculty Practice Plan

Goal 3.2.5 Establish and implement a School of Dentistry faculty practice plan.

School of Dentistry Faculty Practice Plan established and implemented in FY11 Revenue generated by Dental Faculty

Practice Plan

-- $1 million to startup (space renovation and dental equipment) -- Ongoing operational expenses


M-PACT! 11

Strategic Pathway III: Clinical Excellence


Goal Measurable Objectives Outcome Measures Resource Needs* Developed operational plan for practice start

Completed plan and established start date

-- Funding for consultant ---- Funding for plan development and launch. -- Funding for marketing

Goal 3.3.1 Establish a clinical outpatient site for all specialties, including a medical home.

Identified practice site

Practice site identified Funding to secure site

All paper records converted to EMR system by 2012

All paper records converted to EMR Funding for EMR implementation

Goal 3.3.2 Complete implementation of Electronic Medical Record (EMR) system.

Meaningful use of EMR established. Assessment of impact on patient safety Ongoing operational expense

Increased hospital census and plan for sustainability above 70 bed occupancy

Increased number of hospital admissions


Increased jointly recruited clinical faculty

Number of jointly recruited and hired clinical faculty


Identified joint strategic service lines (i.e. same day surgery center, center of excellence with clinical and research focus)

Development of strategic service lines Ongoing operational expense


Unified consent process for clinical research implemented

Number of hospital patients consented for clinical research



M-PACT! 12


Goal Measurable Objectives Outcome Measures Resource Needs*

Increased hospital census Increased number of hospital admissions


Established rural clinical site in conjunction with high volume telemedicine site

Rural clinical site established Funding to establish site Funding for staff

Increased number of jointly recruited clinical faculty

Number of jointed recruited and hired clinical faculty



Increased use of unified consent process for clinical research

Number of hospital patients consented for clinical research



Goal Measurable Objectives Outcome Measures Resource Needs* Documentation of Global Health Plan

Funding for operational and staff support

Goal 3.5.1 Develop plan for global health clinical initiatives

Plan for global health initiative developed by 2014.

Number of global health partnerships and/or projects



M-PACT! 13

Strategic Pathway IV: Research Excellence We will capitalize on our research strengths and elevate the competitive quality and quantity of basic, clinical, translational, and community-based research to achieve a reduction in health disparities.



Increase Sponsored Research funding.

An annual 10% increase in overall sponsored research funding from a current baseline of $47M

Overall sponsored research funding of $51M

-- $60K or .5 FTE faculty salary for Grants Development Specialist -- $75K salary for Investigator Advocate -- $100K to fund Post Award Office director and staff -- $100K to fund Office of Research Compliance director and staff -- $50K to fund non-personnel research infrastructure -- Ongoing operational expenses

Goal 4.2.2 Increase the number of investigator initiated awards.

An annual 10% increase in investigator initiated research funding from the current baseline of 43.

47 or more investigator initiated awards -- $60K to fund a Centralized Scientific Editor (1 of 4) -- $40K (.25 FTE) for faculty director of pre-manuscript studio -- $500K one time jump funding for bridge funding pool -- Ongoing operational expenses


M-PACT! 14

Strategic Pathway IV: Research Excellence


Develop competitive “start-up” packages to attract and retain new research faculty in the Basic Sciences (one per department each year)

One or more competitive 3-year start-up packages on unrestricted funds awarded each year

Number of research faculty hired on unrestricted funds.

-- Three year budget of $1.0M per faculty member recruited -- Funding of salary relief portion of research incentive plan (budget neutral) -- Cooperative budgeting between departments and schools

Strategic Research Plan developed for the School of Dentistry

Completed research plan with defined goals and objectives

-- $5,000 for consultant -- Staff support

Goal 4.2.4 Expand research infrastructure in the School of Dentistry Two research faculty (with defined

projects) recruited and hired by the School of Dentistry

Two research faculty with active research projects employed by the School of Dentistry

Faculty salaries TBD



Goal 4.3.1 Increase Sponsored Research funding.



-- $60K or .5 FTE faculty salary for Grants Development Specialist -- 50K (1 FTE) for Grants review officer in Grants Management Office -- $50K (1 FTE) for Regulatory officer for IRB, IACUC or IBC -- $75K salary for Investigator Advocate -- $100K to fund Post Award Office director and staff -- Infrastructure -- Ongoing operational expenses


M-PACT! 15


Goal Measurable Objectives Outcome Measures Resource Needs* -- $100K to fund Office of

Research Compliance director and staff -- $50K to fund non-personnel research


An annual 10% increase in investigator initiated research funding from the current baseline of 43

51 or more investigator initiated awards. -- $120K salary for centralized Scientific Editor (2 of 4) -- $40K (.25 FTE) for faculty director of pre-manuscript studio -- Ongoing operational expenses

Goal 4.3.3 Development of competitive “start-up” packages to attract and retain new research faculty

One or more competitive 3-year start-up packages on unrestricted funds each year.


-- Three year budget of approximately $1.0M per faculty member recruited. -- Funding for salary relief portion of research incentive plan (budget neutral) -- Cooperative budgeting between departments and schools


M-PACT! 16







-- $60K or .5 FTE faculty salary for Grants Development Specialist -- $50K (1 FTE) for Grants review officer in Grants Management Office -- $50K (1 FTE) for Regulatory officer for IRB, IACUC or IBC -- $75K salary for Investigator Advocate -- $100K to fund Post Award Office director and staff --$100K to fund Office of Research Compliance director and staff --$50K salary for additional employee in Grants and Contracts Office -- $50K to fund non-personnel research infrastructure -- Ongoing operational expenses





M-PACT! 17



Development of competitive “start-up” packages to attract and retain new research faculty









-- $60K or .5 FTE faculty salary for Grants Development Specialist -- $75K salary for Investigator Advocate -- $100K to fund Post Award Office director and staff -- $100K to fund Office of Research Compliance director and staff -- $50K to fund non-personnel research infrastructure -- Ongoing operational expenses


M-PACT! 18



Increase the number of investigator initiated awards.



Goal 4.5.3 Development of competitive “start-up” packages to attract and retain new research faculty





M-PACT! 19

Strategic Pathway V: Operational Excellence Operating as one Meharry, we will strengthen MMC’s organizational structure, processes, and culture to ensure the highest standards of performance, responsiveness, and accountability.


Goal Measurable Objectives Outcome Measures Resource Needs* Completed internal audit of training needs by September 2010

Completed audit with recommendations to meet training needs

$10,000

Hired full-time director level training expert by December 2010

Director of Training Hired

-- $64,000 (salary) -- $15, 360 (benefits) -- Equipment, supplies

Goal 5.2.1 Establish a centralized employee training program that recognizes “best practices” as an essential function of the enterprise.

Comprehensive training plan developed by 2011

Approved strategic plan for employee training

$50,000

Internal audit that identifies needs and resources for internal communications


Full-time internal communications expert (director level) hired by December 2010

-- $64,000 (salary) -- $15,360 (benefits) -- Equipment and supplies

Goal 5.2.2 Develop and implement a comprehensive internal communication program that focuses on providing consistent, clear, concise, and relevant information to all internal audiences.

Internal communications strategic plan developed by June 2011

Approved strategic plan for internal communications.

$50,000

Web marketing expert hired by December 2010

-- $72,000 (salary) -- $17,280 (benefits)

Web strategic plan developed by December 2010

$50,000 (includes consultant and writers)

Goal 5.2.3 Develop and implement a comprehensive external communications program that promotes a differentiated image in the external marketplace that is consistent with MMC’s identity.

MMC website revised to meet needs of external audiences and position Meharry Medical College as a leader in eliminating health disparities by 2014. Website enhanced by March 2011 $87,000 (includes

infrastructure, design, animation, video capability, promotion)


M-PACT! 20

Strategic Pathway V: Operational Excellence

Goal Measurable Objectives Outcome Measures Resource Needs* Completed audit of marketing functions and capabilities and revenue generating potential


Needs assessment of revenue generating departments

$25,000 (brand strategy opportunity audit and plan development)

Marketing efforts aligned with revenue generating functions to help meet business goals by June 2011

Marketing plan aligned with business goals

Resources to execute plan

Identify all enterprise systems that need data standards

% complete of the document of all enterprise systems.

OIT directors over application areas.

Create a data standards document that defines data types and the format to be used for each data type for all enterprise systems.

% complete of the Data standards document.

Key representatives from clinical, academic, and administrative systems.

Submit the data standards document to the Operational Excellence Committee for review and approval.

% complete of the approved data standards document.

Operational Excellence Committee to review and approve the data standards document.

Send data standards to department heads and key users for review and comment.

Maintain statistics of departments that have reviewed the data standard.

Department resources to review standards document.

Test practical application of standard to assure accurate information is reported.

% completion of testing % of accuracy rate

OIT and department resources

Publish final draft of the data standard.

Final data standard

Interview departments to identify key reports that are submitted to external agencies.

Maintain statistics of departments that have been interviewed for the data sources, and track the number of data sources.

Prioritize functional areas that have a need to have data centralized.

Prioritized list of functional areas.

Goal 5.2.4 Develop and implement an institutional data management strategy to leverage existing enterprise technologies and clearly define data sources, owners, and standards to be used by the College.

Document the institutional definition for each data element identified for external reporting purposes.

% complete of data element definitions

Ongoing operational expenses


M-PACT! 21



Goal Measurable Objectives Outcome Measures Resource Needs* Training materials produced Number of classes scheduled


Training Strategic Plan implemented by December 2011

Number of participants in training

$25,000

Goal 5.3.2 Improve employee satisfaction and retention by developing a plan for employee compensation and classification and implementing a performance evaluation system that is linked to merit compensation

Employee classification, compensation, and performance evaluation plan revised to align with plan for faculty recruitment and retention

Revised employee classification, compensation, and evaluation plan



Implement internal communications strategic plan by 2012

Full time communications specialist hired by September 2011

-- $46,000 (salary) -- $11,040 (benefits) -- Equipment and supplies

Web communications specialist hired Salary TBD Promotion strategy implemented to secure dollars online Social media strategy implemented Standardized promotional tools implemented

Further revision of the website to meet needs of external audiences and position Meharry Medical College as a leader in elimination health disparities by 2014.

Digital communication mode of action DVDs produced and leveraged


Assessment of impact of marketing alignment on business goals by 2012

Measurements of alignment between marketing and business goals


Enhanced external marketing program

Evidence of successful external marketing effort



M-PACT! 22


Goal Measurable Objectives Outcome Measures Resource Needs* Map the data elements to institutional applications (i.e. Banner, Practice Plus, Axiom, Blackbaud, others)

% complete of data mapping. Estimated cost for contract resources - $30K

Identify applications that need to be ported to Oracle and develop migration plan for the applications.

% complete of application inventory to migrate and migrated

Develop and implement policy to require all enterprise and key departmental applications to be Oracle based.

% complete on policy development.

Develop and execute plan to populate unused data elements.

% availability of unused data elements

Scrub/transform data for consistency across all applications.

% complete on data transformation. % Reliability rate

Create procedures for updating key screens for capturing data for enterprise applications (i.e. Admissions screens in Banner ; Demographics in McKesson)

% complete on development of procedures; number of procedures written; number of key systems addressed.

Define, develop, and test reports for department heads to monitor compliance and consistency.

% complete of reports % accuracy rate

Request Internal Audit to assist on an annual basis in reviewing compliance with the data standards.

Number of audits performed.

Identify target audience. Develop electronic training materials (i.e. computer based training, FAQ’s, reference documents).

% complete of training material completed.

Develop training plan. % complete of training plan. Expand new hire orientation to include data standards.

Goal 5.3.5 Develop and implement an institutional data management strategy to leverage existing enterprise technologies and clearly define data sources, owners, and standards to be used by the College.

Add training to a regular employee training curriculum.

% Access rate

Ongoing operational expenses


M-PACT! 23

Strategic Pathway V: Operational Excellence Year Four Priorities (2012-2013)



Employee Training Program evaluated to determine effectiveness, needs for expansion, and continued centralization

Employee satisfaction survey: percent of participants satisfied to very satisfied with training provided and overall program



Awards and recognition program developed to support retention and recruitment by June 2012

Documentation of plan for awards and recognition program

$50,000


Revision of the MMC Website completed

Assessment of constituent satisfaction (satisfied to very satisfied) with the revised website




Assessment and analysis of internal communications, external communications, training, and data management

Operational Excellence assessment program developed and implemented by 2014.

Stakeholder survey results indicate satisfaction levels at or above 80% satisfied or very satisfied

Ongoing operational expense.


M-PACT! 24

Strategic Pathway VI: Facilities, Infrastructure, and Environmental Excellence We will augment our facilities to demonstrate a long term commitment, to providing an efficient, safe, and user-friendly environment that enhances teaching, learning, research, and service delivery.


Goal Measurable Objectives Outcome Measures Resource Needs* Architectural firm hired to produce the Campus Master Plan.

$50,000

Master Plan developed with input from campus constituents

Architectural firm hired in 2010. Campus Master Plan developed by 2011.

Campus Master Plan presented for approval


Feasibility study on Campus Center conducted

Feasibility study completed TBD

Demolition completed

Goal 6.2.1 Update the Campus Master Plan.

Lyttle Hall restoration and preservation project started Restoration started

$1 million grant from Department of Interior

Goal 6.2.2 Enhance the on-campus amenities, facilities, and security available for faculty, staff, and students.

Initiation and completion of projects to improve safety, building functionality, and available amenities by 2011 (including renovating restrooms to meet ADA compliance; security fencing and paving for parking lot H; standardization of lock/key hardware; window replacements in Moses Building and Historic Hubbard (Old) Hospital; brick and foundation repairs; installation of emergency phones, card readers, and surveillance cameras; installation of rear doors at

Number of identified projects completed

Total Cost TBD


M-PACT! 25

Strategic Pathway VI: Facilities, Infrastructure, and Environmental Excellence

Goal Measurable Objectives Outcome Measures Resource Needs* Historic Hubbard Hospital and LRC;

upgrades to LRC windows and HVAC; renovate/update of SOD Junior/Senior clinic support lab; upgrade SOD junior classroom; and developing plans for a food service facility)

Plan for food service facility developed Ongoing operational expense

Prioritized list of capital improvement projects by division and schools.

Goal 6.2.3 Align the capital improvement plan to maximize our educational training and research enterprises.

Capital improvement projects to be completed in FY11 reviewed and prioritized.

Number of capital improvement projects approved for implementation.


Recycling program (to include paper, cardboard, plastic and metal) implemented by 2011. .

Recycling compactor purchased and concrete foundation built

$750

Program to recycle furniture developed by 2011.

Volume of recycled materials

Goal 6.2.4 Adopt a campus wide environmental sustainability plan to include recycling, promoting energy efficiencies, and reducing the College’s carbon footprint.

Program to recycle computers developed by 2011

Plan to recycle furniture and computers implemented




Implement Campus Master Plan Projects approved and funded for development during FY12

Number of projects approved and funded

TBD


M-PACT! 26



Enhance on-campus amenities, safety, and security.

Initiation and completion of projects to improve safety, building functionality, and available amenities by 2012 (including renovating restrooms to meet ADA compliance; security fencing and paving for parking lots; standardization of lock/key hardware; window; brick and foundation repairs; and installation of emergency phones, card readers, and surveillance cameras; upgrade SOD sophomore classroom)


Total cost TBD


Goal Measurable Objectives Outcome Measures Resource Needs* Projects approved and funded for development during FY12

Number of projects approved and funded

TBD

Design for Campus Center completed Fund raising campaign launched TBD

Goal 6.4.1 Implement Campus Master Plan

Plan for additional Lyttle Hall restoration and preservation projects completed

Fund raising plan completed TBD


M-PACT! 27




Initiation and completion of projects to improve safety, building functionality, and available amenities by 2013 (including renovating restrooms to meet ADA compliance; security fencing and paving for parking lots; standardization of lock/key hardware; window; brick and foundation repairs; and installation of emergency phones, card readers, and surveillance cameras; SOD freshman classroom upgraded)


Total cost TBD




Initiation and completion of projects to improve safety, building functionality, and available amenities by 2014.


Total cost TBD


M-PACT! 28

Strategic Pathway VII: Financial Performance We will continue to project the College on a path of financial health that adequately supports the College’s aspirations through effective management of current resources, identification and development of new resources, and stewardship that ensures financial stability and growth.



Develop and implement an annual operating budget showing a surplus of at least $1.32 million.

Annual operating budget showing a surplus of $1.32 million

Approved operating budget with $1.32 million surplus.


Goal 7.2.2 Develop effective partnerships and collaborations relating to best business practices for purchasing of goods that facilitate cost efficiencies and economies of scale, which will result in an average savings of 10% from the base year of 2009

Established partnerships and collaborations for purchasing goods that result in a savings of 10% by end of FY2011 as compared to FY2009.

Purchasing agreements that project and average savings of 10% compared to base year 2009.


Goal 7.2.3 Continue to increase the deferred maintenance reserve fund by $250 thousand annually

Deferred maintenance reserve fund increased by $250 thousand in FY2011.

Increase of $250 thousand in deferred maintenance reserve fund in FY2011.


Debt Service Coverage Ratio increased by at least .25 basis points above minimum requirements of 1.5.

Debt Service Coverage Ratio is at least a 1.75


SACS Composite Financial Index increased by at least .25 basis points above minimum requirement of 2.5.

SACS Composite Financial Index is at least a 2.75


Goal 7.2.4 Sustain and improve financial health through increasing financial ratios and metrics beyond minimum requirements.

Department of Education Composite Financial Index increased by at least 1.0 basis point above minimum requirement of 1.5.

Department of Education Composite Financial Index is at least a 2.50



M-PACT! 29

Strategic Pathway VII: Financial Performance

Goal Measurable Objectives Outcome Measures Resource Needs* Annual EBIDA Operating Margin achieved at a minimum of 10%

Annual EBIDA Operating Margin is at least 10%


Increase in net assets achieved over prior fiscal year by a minimum of 5%

Minimum of 5% increase in net assets over prior year


Goal 7.2.5 Create a capital budget process tool to analyze the benefits, costs, and risks associated with potential capital investments to ensure strategic alignment with the College’s capital improvement plan.

A capital budget process in place by end of fiscal year 2011.

An approved capital budget process in place by end of fiscal year 2011.


Goal 7.2.6 Increase financial resources through prudent fiscal endowment management to ensure an average rate of return of at least 2% above the Benchmark Index.

Annual rate of return at least 2% above the Benchmark Index over a five-year period beginning in year 2011.

Average rate of return is at least 2% above the Benchmark Index over a five year period beginning in year 2011.


Goal 7.2.7 Increase annual unrestricted private gifts revenue by 5%.

Annual private unrestricted gifts increased by 5% from base year of 2009

Annual unrestricted private gifts increased by 5% from base year of 2009.


Goal 7.2.8 Conduct a needs analysis for a comprehensive capital campaign.

Needs analysis for a comprehensive capital campaign completed by 2011.

Approved needs analysis for a comprehensive capital campaign



M-PACT! 30



Goal 7.3.1 Develop and implement an annual operating budget showing a surplus of at least $1.45 million.




Goal 7.3.2 Develop effective partnerships and collaborations relating to best business practices for purchasing of goods that facilitate cost efficiencies and economies of scale, which will result in an average savings of 10% from the base year of 2009

Established partnerships and collaborations for purchasing goods that result in a savings of 10% by end of FY2012 as compared to FY2009.

Purchasing agreements that project and average savings of 10% compared to base year 2009.

















M-PACT! 31


Goal Measurable Objectives Outcome Measures Resource Needs* Annual EBIDA Operating Margin achieved at a minimum of 10%







.Annual rate of return is at least 2% above the Benchmark Index over a five-year period beginning in year 2011.



Feasibility study of potential campaign objectives devised and market tested with internal and external stakeholders.

Evaluation of feasibility study results Fundraising (mini campaign) to support initial planning and operational expenses

Goal 7.3.6 Begin Capital Campaign Planning and Advance Gift phase for selected capital facilities and scholarship funding. Potential campaign leadership

donors, volunteers, and lead gifts identified

Potential campaign leadership donors, volunteers, and lead gifts identified




Develop and implement an annual operating budget showing a surplus of at least $1.6million.









M-PACT! 32


Goal Measurable Objectives Outcome Measures Resource Needs* Debt Service Coverage Ratio increased by at least .25 basis points above minimum requirements of 1.5.









Annual EBIDA Operating Margin achieved at a minimum of 10%








.Annual rate of return is at least 2% above the Benchmark Index over a five-year period beginning in year 2011.



Goal 7.4.5 Increase annual private unrestricted gifts revenue by 5% over the previous year.

Annual private unrestricted gifts increased by 5% from over the previous year.

Annual private unrestricted gifts increased by 5% over the previous year




Goal 7.5.1 Develop and implement an annual operating budget showing a surplus of at least $1.76 million.





M-PACT! 33



Continue to increase the deferred maintenance reserve fund by $250 thousand annually













Annual EBIDA Operating Margin achieved at a minimum of 10%








Annual rate of return is at least 2% above the Benchmark Index over a five-year period beginning in year 2011.



Goal 7.5.5 Increase annual private unrestricted gifts revenue by 5% over the previous year.

Annual private unrestricted gifts increased by 5% from over the previous year.

Annual private unrestricted gifts increased by 5% over the previous year


Goal 7.5.6 Capital Campaign launched

Minimum of 45% of campaign goal committed by donors secured

45% of campaign goal secured Ongoing operational expense


sp y2-5 form revised 032310 - meharry medical collegentics, 2011. feasibility study. 1.2.5 uate and...

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