RVU Strategic Plan Model 2015-2020
Table of Contents
Section
PART I
Contents
Overview of RVU 2015-2020 Strategic Plan
A. Schematic Design
of the RVU Strategic
Plan Model
B. RVU Strategic
Initiatives
The schematic provides a visual model of the key elements and terms used in the
Model.
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The Strategic Initiatives represent the broad objectives we want to achieve as an
institution and include big picture targets that guide our strategic and operational
planning processes and action plans. The Strategic Initiatives include:
a. Leadership: The Leadership Initiative is defined as the ability to guide,
communicate, and implement our strategic and operational plans to the
effect that the strategic goals and key performance indicators of success
have been achieved.
b. Growth and Expansion: The Growth and Expansion Initiative is defined as
the ability to expand the University while creating a prosperous and
enriching environment for faculty, staff, students, and administration.
c. Academics: The Academic Initiative is defined as the ability to provide
exceptional medical education while establishing a thriving climate and
culture of intellectual growth and compassionate clinical practice.
The KPI Dashboard provides an overview of the KPIs that will be used to measure the
achievement of the three Strategic Initiatives. The KPIs were derived from the
executive team’s individual KPIs and the departmental action plans for 2015 through
2020 and include:
a. Leadership:
Fiscal Administration
External and Public Relations
Organizational Effectiveness and Communication
Infrastructure
Risk Management
b. Growth and Expansion:
Enrollment Growth
Graduate Medical Education (GME) Growth
Investment Growth
New Program Development
Staff Training and Development
c. Academics:
Curriculum and Instruction
Faculty Leadership and Sustainability
Outcomes Assessment
Student Development
Scholarly Activity and Research
The Operational Goals represent more specific goals that link directly to each KPI,
and embody broader categories from the Department Action Plans.
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C. KPI Dashboard
D. Operational Goals
PART II
Departmental Plans to Achieve Operational Goals
A. Department Action
Plans
The Department Action Plans represent departmental goals, actions,
resources/budgets, obstacles, measures, and timelines that will be used to address
and implement the Operational Goals, the KPIs, and the Strategic Initiatives.
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SCALE! TO PEAK PERFORMANCE
RVU Strategic Plan Model
2015-2020
Mission
Why We Exist
Vision
What We Want to
Be
Values
What We Represent
Strategic Initiatives
What We Want to Accomplish
KPI Dashboard
Overview of Our Success Indicators
Operational Goals
How We Will Succeed
Department Action Plans
What We Need to Do
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2015 – 2020
2015 – 2020
SCALE! TO PEAK PERFORMANCE
Rocky Vista University 2015 - 2020 Strategic Plan
MISSION
Rocky Vista University provides
quality healthcare education while
inspiring students to serve with
compassion, integrity and
excellence.
VISION
Achieving New Heights in
Graduate Medical Education.
VALUES
Integrity, Collegiality, Compassion
Diversity, Excellence, Service
RVU STRATEGIC INITIATIVES
LEADERSHIP
GROWTH AND EXPANSION
The ability to guide, communicate, The ability to expand the University
and implement our strategic and
while creating a prosperous and
operational plans to the effect that enriching environment for faculty,
the strategic initiatives and key
staff, students, and administration.
performance indicators of success
have been achieved.
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ACADEMICS
The ability to provide exceptional
medical education while
establishing a thriving climate and
culture of intellectual growth and
compassionate clinical practice.
SCALE! TO PEAK PERFORMANCE
STRATEGIC INITIATIVE:
LEADERSHIP
STRATEGIC INITIATIVE:
GROWTH AND EXPANSION
2015 – 2020
STRATEGIC INITIATIVE:
ACADEMICS
KPI DASHBOARD
KEY PERFORMANCE INDICATORS
Fiscal Management
External and Public Relations
KEY PERFORMANCE INDICATORS
Enrollment Growth
GME Growth
Organizational Effectiveness and
Communication
Risk Management
Infrastructure
Investment Growth
KEY PERFORMANCE INDICATORS
Curriculum and Instruction
Faculty Leadership and
Sustainability
Outcomes Assessment
New Program Development
Staff Training and Development
Scholarly Activity and Research
Student Development
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SCALE! TO PEAK PERFORMANCE
2015 – 2020
STRATEGIC INITIATIVE: LEADERSHIP
KEY PERFORMANCE INDICATORS
FISCAL
MANAGEMENT
EXTERNAL AND PUBLIC
RELATIONS
ORGANIZATIONAL
EFFECTIVENESS AND
COMMUNICATION
RISK MANAGEMENT
INFRASTRUCTURE
7. Assess ongoing risk to
University and communicate
to RVU community.
8. Develop and implement
a new IT operational plan
and a new facilities master
plan.
OPERATIONAL GOALS
1. Continue to improve
university financial
performance by effective
and efficient use of RVU
resources.
2. Position RVHC to
become a profitable
independent business unit.
3. Enhance the institution’s
visibility with expanded
public relations and
marketing communications
programs.
4. Continue improving
relationships with key
government agencies and
accrediting bodies.
5. Ensure COCA reaccreditation and other
program accreditation
requirements.
6. Continue development of
an institutional research
function.
9. Establish an additional
location in Utah and attain
COCA accreditation.
STRATEGIC INITIATIVE: GROWTH AND EXPANSION
KEY PERFORMANCE INDICATORS
ENROLLMENT
GROWTH
GME GROWTH
INVESTMENT GROWTH
NEW PROGRAM
DEVELOPMENT
STAFF TRAINING AND
DEVELOPMENT
13. Establish and implement
plans for new academic
programs.
14. Build and maintain
staffing and administrative
structure to support
university goals and
growth.
OPERATIONAL GOALS
10. Establish master plans
for enrollment growth at
both RVU locations.
11. Establish strong GME
programs at both RVU
locations which include
quality sites.
12. Establish master plan for
investment growth and
implementation at both RVU
locations.
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SCALE! TO PEAK PERFORMANCE
2015 – 2020
STRATEGIC INITIATIVE: ACADEMICS
KEY PERFORMANCE INDICATORS
CURRICULUM AND
INSTRUCTION
FACULTY LEADERSHIP
AND SUSTAINABILITY
OUTCOMES
ASSESSMENT
SCHOLARLY ACTIVITY
AND RESEARCH
STUDENT
DEVELOPMENT
20. Develop and enhance
scientific research
partnerships with external
firms, institutions, and/or
individuals.
21. Increase participation in
academic research, scholarly
publication, and
presentation submissions.
22. Create a thriving and
engaged campus
environment for all
students.
OPERATIONAL GOALS
15. Continue building a
culture of ongoing and
continuous academic
improvement.
16. Become a recognized
leader in Osteopathic
medical education.
17. Develop faculty hiring
and succession plans for
both the CO and Utah
locations.
18. Establish master plans
for student learning
outcomes, program
evaluation, and institutional
effectiveness.
19. Establish effective
admissions decision-making
processes to ensure student
success.
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23. Create programs,
services, and activities that
promote student
involvement and
leadership development.
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2015 – 2020
STRATEGIC INITIATIVES: LEADERSHIP, GROWTH AND EXPANSION, ACADEMICS
KEY PERFORMANCE INDICATORS
OPERATIONAL GOALS
DEPARTMENT ACTION PLANS
Functional Area
Action Plan Location
Academic Department: Biomedical Science
Appendix A, pp. 1-14
Academic Department: OPP
Appendix B, pp. 15-20
Academic Department: Clinical Assessment and Simulation
Appendix C, pp. 21-29
Academic Department: Global Medicine
Appendix D, pp. 30-36
Academic Department: Specialty Medicine
Appendix E, pp. 37-43
Academic Department: Primary Care
Appendix F, pp. 44-47
Academic Department: Medical Humanities
Appendix G, pp. 48-51
Academic Department: Structural Medicine
Appendix H, pp. 52-60
Academic Department: Medical Informatics and Library
Appendix I, pp. 61-64
Academic Department: Clinical Affairs
Appendix J, pp. 65-69
Academic Department: Research
Appendix K, pp. 70-73
Admissions/Alumni
Appendix L, pp. 74-75
Campus Safety and Security
Appendix M, pp. 76-77
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SCALE! TO PEAK PERFORMANCE
2015 – 2020
DEPARTMENT ACTION PLANS (Con’t)
Functional Area
Action Plan Location
Facilities Operations/Maintenance
Appendix N, pp. 78-80
Finance/Accounting/Student Financial Services
Appendix O, pp. 81-83
GME/OPTI
Appendix P, pp. 84-86
Human Resources
Appendix Q, pp. 87-88
Information Technology/Services
Appendix R, pp. 89-92
Marketing/Communications
Appendix S, pp. 93-94
Planning/Assessment/IR
Appendix T, pp. 95-97
Student Affairs
Appendix U, pp. 98-101
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