HIGHLIGHTS OF THE EINSTEIN STRATEGIC PLAN
Faculty Senate
February 3, 2016
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Strategic Planning Process Introduction
This is a unique moment in time – and as Einstein and Montefiore came together as
permanent partners, leadership recognized an opportunity to define a fresh direction for
Einstein through the creation of a new strategic plan.
The Promise of Einstein and Montefiore Together
•
Goal 1 of the 2009 Montefiore Strategic Plan: “Advance our Partnership with
the Einstein College of Medicine” – to Build a Top-Tier Academic Medical Center
•
A full integration that:
– Deepens the long standing connection between the two organizations
– Keeps Einstein on the cutting edge as a distinguished scientific enterprise with
key areas of focus
– Leverages Montefiore’s innovative health system for medical education
– Positions us to move strategically as one in advancing science, educating the
next generation of leaders and advancing human health
•
Related Goals:
– Attract and retain the best people
– Motivate donors to invest in exceptional research being done
– Further operational efficiency and stabilize finances
– Do something great together
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Strategic Plan Purpose
The new strategic plan for Einstein defines exciting growth opportunities and an expanded role for
Einstein as a part of Montefiore Medicine. It defines how Einstein and Montefiore will work together
to achieve their combined potential in advancing science, educating the next generation of
leaders and improving human health.
The plan defines fresh strategic and organizational goals for Einstein.
Strategic Goals
1. Grow the clinical and translational
research programs in partnership with the
basic science research programs to build
consistently top-tier, mutually-reinforcing
research programs and capabilities
across the academic and clinical
enterprises.
2. Grow research with a particular focus on
areas where we can most advance
science and improve human health.
3. Continue to evolve medical education and
strengthen student experience to prepare
the nation’s best doctors of tomorrow.
Organizational Goals
1. Build a collaborative, mutuallyenhancing organization across
disciplines.
2. Foster a culture of academic and
research rigor, integrity and fiscal
accountability.
3. Actively explore new opportunities
for academic growth and innovative
methods.
4. Strengthen MD/PhD and PhD programs.
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Einstein Strategic Planning Steering Committee
The strategic planning process was designed to promote the engagement and active involvement of
a broad cross-section of Einstein-Montefiore leadership to bring the combined organization’s best
thinking to the table and allow a full vetting of meritorious ideas. The planning process was led by a
Strategic Planning Steering Committee, chaired by Drs. Safyer and Spiegel, and including basic
science and clinical chairs as well as administrative leadership – and supported by four subCommittees in focused areas of inquiry.
Einstein Strategic Planning Steering Committee
 Steven
 Kamran
 Allen
Spiegel, MD
 Philip
 Judy
Aschner, MD
 Robert
 Ed
Burns, MD
 Roy
Chuck, MD, PhD
Michler, MD
 Lynn
Richmond, NP, MS
 Vern
Schramm, PhD
Condeelis, PhD
 Roman
 John
Finger
 Jan
Graduate
Education
Sub-Committee
Khodakhah, PhD
Ozuah, MD, PhD
 John
Undergraduate Medical
Education SubCommittee
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Safyer, MD
Perez-Soler, MD
Vijg, PhD
Research
Structure
Sub-Committee
Technology
Commercialization
Sub-Committee
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95 Leadership Interviews As Part of the Planning Process
Large faculty meetings, and in-person interviews were conducted with a large number of faculty,
administrative and Board leaders to elicit input on the current state of Einstein and opportunities for the
future.
Faculty (66):
Myles Akabas
Steve Almo
E. Stephen Amis
Judy Aschner
Jonathan Backer
Mathew Bartels
Nir Barzilai
Stephen Baum
Aviv Bergman
Joan Berman
John Blanchard
Irene Blanco
Pablo Castillo
Roy Chuck
Neil Cobelli
John Condeelis
Jill P. Crandall
Ana Maria Cuervo
Ellise Delphin
Norman Fleischer
Victoria Freedman
Paul Frenette
Marvin Fried
Martha Grayson
David Goldman
Harris Goldstein
Chandan Guha
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Betsy Harold
Susan Horwitz
Laurie Jacobs
Shalom Kalnicki
T. Byram Karasu
Kamran Khodakhah
Mimi Kim
Adam Kohn
Richard Kraut
Steven Libutti
Michael Lipton
Richard Lipton
Alain Litwin
Sharmila Makhija
Paul Marantz
Mark Mehler
Rob Michler
Parsa Mirhaji
Roman Perez-Soler
Jeffrey Pessin
Steve Porcelli
Michael Prystowsky
Thomas Rohan
Denis Rousseau
Charles Rubin
Laura Santambrogio
Vern Schramm
Peter Selwyn
Harry Shamoon
Robert Singer
Arthur Skoultchi
Joseph Sparano
Alvin Strelnick
Joe Verghese
Jan Vijg
Steve Walkley
Louis Weiss
Allan Wolkoff
Liang Zu
Faculty Meetings
(8):
• Microbiology &
Immunology
• Developmental &
Molecular Biology
• Cell Biology
• Physiology and
Biophysics
• Molecular
Pharmacology
• Neuroscience
• Pathology
• Anatomy and
Structural Biology
Administration (18):
Don Ashkenase
Ed Burns
Brian Currie
Gordon Earle
John Finger
John Harb
Victor Hatcher
David Ingber
Barrett Katz
Richard Kosman
Philip Ozuah
Chris Panczner
Joel Perlman
Lynn Richmond
Steve Safyer
Rachelle Sanders
Allen Spiegel
Jed Shivers
Montefiore Board (3):
David Tanner
Stacy Lane
Mike Stocker
Einstein Board of
Overseers (8):
Roger Einiger
Bob Belfer
Burt Resnick
Nate Gantcher
Michael Price
Ruth Gottesman
Ben Winter
Dan Tishman
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How the Strategic Goals Were Decided
Scope
Defined
Analysis
and
Dialogue
The Strategic Planning Steering Committee began by defining the scope of the
strategic plan, which included the research and education missions of Einstein.
Committee members reviewed the emerging themes from faculty and
administrative interviews as well as analyses of quantitative trends within Einstein
and the marketplace. Diverse viewpoints from the faculty and administration were
solicited, incorporated, and organized into themes for review by the Steering
Committee.
Central to the planning process was the commitment to foster a consistent,
ongoing dialogue among key stakeholders from Einstein and Montefiore, starting
with the faculty. The Steering Committee reviewed qualitative and quantitative
data on the state of biomedical research, education and philanthropy at medical
schools across the United States as well as Einstein’s position within a defined
peer group. Einstein’s research and educational programs were compared to
those of national and New York peers. The Steering Committee vigorously
discussed the data and analysis and reviewed carefully the recommendations
advanced by members of the sub-committees on research, undergraduate and
graduate medical education and technology commercialization.
Goals
After reviewing the various internal and environmental analyses and the
Reached subcommittees’ recommendations, the Steering Committee formulated a set of
fresh strategic and organizational goals for Einstein.
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Strategic Goals: Research
Strategic Goals
1. Grow the clinical and
translational research programs
in partnership with the basic
science research programs to
build consistently top-tier,
mutually-reinforcing research
programs and capabilities
across the academic and
clinical enterprises.
2. Grow research with a
particular focus on areas where
we can most advance science
and improve human health
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Priorities
a. Strengthen collaboration among the
basic science and clinical departments.
b. Improve infrastructure support for clinical
and translational research, particularly
for human studies.
c. Target recruitment in research-focused
areas with dual appointments in basic
science and clinical departments.
Develop robust multidisciplinary research
programs for adult and pediatric patients,
with particular emphasis on six areas:
1. Brain Science Initiative
2. Immunotherapeutics
3. Obesity and Metabolic Disorders
4. Cancer
5. Health Delivery and Effectiveness
6. RNA Science and Medicine
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Strategic Goals: Education
Strategic Goals
Priorities
3. Continue to evolve
medical education and
strengthen student
experience to prepare the
nation’s best doctors of
tomorrow.
a. Reform the curriculum to lead the way in
training physicians to investigate new and
novel approaches to medicine.
b. Review the structure of the clerkships to
identify opportunities to accommodate all 3rd
year students.
c. Strengthen the role of the departments and
the chairs in the medical education process.
d. Develop a consistent methodology for
allocating time to teaching medical students.
4. Strengthen MD/PhD and
PhD programs.
a. Increase near-term acceptances to maintain
the current number of total PhD and MDPhD students.
b. Utilize the PhD students to spur
collaborative and cutting-edge research.
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c. Ensure extramural funding for PhD
education is maximized.
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Strategic Goals: Research
Rationale
Strategic Goals
1. Grow the clinical and
translational research programs
in partnership with the basic
science research programs to
build consistently top-tier,
mutually-reinforcing research
programs and capabilities
across the academic and
clinical enterprises.
2. Grow research with a
particular focus on areas where
we can most advance science
and improve human health
© The Chartis Group, LLC
•
The intersection of clinical and basic
sciences will multiply the impact of the
research and its external funding
 The nascent strengths and assets in
the individual clinical and basic
science arenas combined will have a
greater impact than individually.
 The clinical enterprise serves a highly
diverse patient population in a unique
model of care delivery; this provides a
tremendous opportunity for research
advancement.
 The integration of basic science
research into clinical practice will
enhance care and attract patients in a
competitive environment.
• Clinical areas are currently being
prioritized for research funding growth –
they represent growth opportunities for
the joint enterprise
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Strategic Goals: Education
Rationale
Strategic Goals
3. Continue to evolve
medical education and
strengthen student
experience to prepare the
nation’s best doctors of
tomorrow.
•
•
•
4. Strengthen MD/PhD and
PhD programs.
© The Chartis Group, LLC
Einstein is highly competitive and large. The
quality of the student body and the class size
continue to be important drivers of the school’s
reputation.
Providing a diverse, high quality clinical
experience in a forward thinking care delivery
system is important
The clinical portion of education is becoming
increasingly time consuming – and requires a
disciplined approach to ensure effectiveness and
efficiency.
• The economic constraints associated with
maintaining the PhD and MD/PhD programs
have resulted in a reduction in enrollment of the
PhD Program
• Einstein needs to maintain the current, total
number of students in the programs to fortify the
quality and breadth of the research portfolio,
support training and research grants, and recruit
and retain top faculty
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Operational Goals
Organizational Goals
1. Build a collaborative, mutually-enhancing organization across disciplines
•
Ensure research and clinical priorities are continually synchronized through joint planning
•
Explicitly recruit new faculty with a collaborative phenotype
•
Ensure that the clinical departments value research - for its ongoing ability to advance science, clinical care,
and market competitiveness; ensure that the basic science departments value clinical care – for its impact on
patients and the community, our research base and its fiscal contribution
2. Foster a culture of academic & research rigor, integrity & fiscal accountability
•
Create a mission-based system that allocates revenues, time, expense and productivity by mission - to
manage to the budget and create clear expectations of faculty and others
•
Ensure that the administrators of clinical departments can support the clinical, educational and
research missions
3. Actively explore new opportunities for academic growth & innovative methods
•
As curriculum reform is being undertaken, find ways to: a) integrate the graduate and undergraduate
medical educational experience and infrastructure – including increasing clinical exposure in the
foundation years and b) increase opportunities for inter-professional educational experiences
•
Explore the development of a Masters of Science program that would include an offering with both
classroom work and lab work
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