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MGH Institute Strategic Priorities

These strategic priorities are part of the MGH Institute of Health Professions Strategic Plan 2018-2022.

Graph of the MGH Institute Strategic Priorities 2018-2022

Roadmap for Achieving Strategic Priorities

Strategic Priority 1

Offer cutting-edge, accessible degree programs, interprofessional in their design, that prepare the next generation to be global leaders in the health professions and health sciences.

  • Attract the best students – invest in branding campaign and other marketing efforts, seek to make programs financially attainable (e.g., scholarships, competency based programs)

  • Enhance student supports – wellness, centralized academic supports, at-risk populations

  • Attract/develop outstanding and diverse faculty; support with cutting-edge curricula, innovative teaching approaches, and faculty development

  • Further build Interprofessional Education (IPE) competency – including developing a plan for restructuring the position of IPE within the IHP, further embedding IPE into all programs, as well as creating more hands-on student experiences

  • Continue to assess programs regularly to ensure quality, modify and/or launch new degree programs that will drive improvements in health care

Strategic Priority 2

Launch innovative suite of online and continuing education programs for alumni and other post-graduate leaders, easily accessible and “stackable” to leverage broad IHP expertise.

  • Build capability to assess market opportunity, select programs to prioritize for development

  • Develop “stackable” offerings from continuing education to degree, with necessary infrastructure investment

  • Establish mechanism for piloting new models and ideas (e.g., pilot funding for faculty)

  • Develop new model for revenue attribution that provides incentives academic and delivery units to participate

Strategic Priority 3

Establish the Institute as a leader in research and scholarship, developing knowledge on improving health, the delivery and outcomes of IPE and in other key areas, to advance the health professions. 

  • Provide support for faculty as they engage in scholarship

  • Continue to expand infrastructure to support scholarship of all faculty – space, mentoring programs, pilot funds, research administration

  • Ensure success of research faculty – backfill positions if attrition, financial and mentorship support for junior faculty with research interests, research lab space

  • Identify themes/centers of excellence that leverage core IHP assets (i.e., IPC, Partners) and provide opportunities for faculty & students to engage – IPE a priority, others TBD

  • Develop  IPE research agenda validating outcomes, disseminating findings, and leveraging IMPACT Practice Center as a research tool

Strategic Priority 4

Develop more collaborative relationships with our academic and research partners and the Boston community that support education and faculty scholarship, while also improving community health outcomes, with Impact Practice at its center.

  • Continue to deepen relationships with all Partners organizations

  • Develop true partnerships with clinical placement sites to ensure highest quality experience for students

  • Grow mutually beneficial relationships with Harvard and other local academic institutions – expand IPE collaboration, broaden and deepen research partnerships

  • Deepen relationship with local community:

    • Increase service via IPC / clinical service / other activities

    • Bolster research and scholarship aligned to community health needs

    • Provide hands-on IPE opportunities for students

Strategic Priority 5

Build and nurture a diverse and inclusive Institute community that welcomes and values the contributions of all and provides the experience and tools for students to ably serve diverse populations.

  • Strive to promote an inclusive community with the values of social justice and equity – language, awareness, consistent message from leadership

  • Incorporate diverse perspectives in curriculum, couple with faculty development

  • Enhance clinical placement experience

    • Increase number and frequency of clinical placements that provide opportunity to work with diverse patients

    • Educate clinical preceptors to share in the IHP values of inclusion as students care for patients from diverse backgrounds

  • Formally assess benefit of and structure for an Office of Diversity, Equity & Inclusion

  • Increase the number of underrepresented faculty, staff, and students

Strategic Priority 6

Establish a “one IHP” organization: an integrated, effective, efficient operation that is greater than the sum of its parts, providing consistent student experiences and offering full advancement opportunity for faculty and staff.

  • Better integrate administrative structure where it makes most sense, while maintaining entrepreneurial culture (facilitate free flow of ideas / best practices)

  • Enhance professional opportunities for staff – training, career tracks; assess opportunities to enhance professional benefits for all staff and faculty

  • More actively engage alumni to strengthen ongoing connection with, and contribution to, the IHP

  • Coordinate communication, messaging, and engagement efforts to students and alumni; work towards unified brand message from all IHP faculty and staff

  • Integrate resources so they are aligned to support all aspects of the IHP organization and the strategic plan