Strategic Plan Beliefs

Healthcare System

  • How health care is delivered (by whom, where) will continue to evolve
  • The population will become increasingly diverse, impacting how we provide care

Care Providers

  • Health care systems will require leaders who can manage change
  • Future health professionals will need to be nimble, curious, lifelong learners who can adapt to changing care and care settings


  • Larger portion of student market expected to shift to online education
  • Financial accessibility will continue to be a challenge
  • Expectations for supporting student wellness and academic achievement will grow
  • An “MGH” institute – reputation, infrastructure & collaboration benefits
  • Mass General Brigham system/resources - unrivaled access to clinic, expertise
  • A state-of-the-art campus located in Boston – a health care / academic hub
  • Exclusive (post-baccalaureate) focus on educating health care leaders of tomorrow
  • History of innovative programs
  • Early focus on interprofessional education, ahead of the curve
  • Exceptional faculty combining clinical, teaching and research expertise
  • Outstanding students who are passionate about pursuing their chosen professions
  • Educate the next generation of health professions leaders, capable of delivering the very best care for all, locally and globally
  • Support our alumni and other health professionals at all phases of their careers so that they are prepared to adapt and lead in a changing health care environment
  • Build the knowledge and research base to inform effective pedagogy and optimal clinical practice (including team-based care)
  • Build a robust IHP community that is inclusive and thriving, supporting clinical care, research, and education, where all feel supported and can succeed
  • Become an essential contributor to the Greater Boston community

Roadmap for Achieving Strategic Priorities

The six strategic priorities are placed into the shape of a house, with 4, 5, 6 as the foundation and 1, 2, 3 as the house above, with the vision as the roof


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

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


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, MGB) 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
  • 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 Mass General Brigham 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

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

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