Attachment 1
Woodruff Health Sciences Center
Academic and Research
FY2007 Strategic and Financial Plan
Emory University School of Medicine
Nell Hodgson Woodruff School of Nursing
Rollins School of Public Health
Yerkes National Primate Research Center
Executive Vice President for Health Affairs Office
June 7, 2006
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Table of Contents
Core Purpose, Core Values, and Vision .................................................................................................................................... Tab A
Woodruff Health Sciences Center..................................................................................................................... 1
Emory University School of Medicine ............................................................................................................. 5
Nell Hodgson Woodruff School of Nursing ................................................................................................... 9
Rollins School of Public Health....................................................................................................................... 12
Yerkes National Primate Research Center ..................................................................................................... 15
Fact Sheet ...................................................................................................................................................................................... Tab B
Emory University School of Medicine ...................................................... Error! Bookmark not defined.
Nell Hodgson Woodruff School of Nursing ............................................ Error! Bookmark not defined.
Rollins School of Public Health.................................................................. Error! Bookmark not defined.
Yerkes National Primate Research Center ................................................ Error! Bookmark not defined.
Environmental Challenges........................................................................................................................................................... Tab C
Emory University School of Medicine ...................................................... Error! Bookmark not defined.
Nell Hodgson Woodruff School of Nursing ............................................ Error! Bookmark not defined.
Rollins School of Public Health.................................................................. Error! Bookmark not defined.
Yerkes National Primate Research Center ................................................ Error! Bookmark not defined.
Significant Assumptions and Associated Risks for the FY2007 Budget..............................................................................Tab D
Emory University School of Medicine ...................................................... Error! Bookmark not defined.
Nell Hodgson Woodruff School of Nursing ............................................ Error! Bookmark not defined.
Rollins School of Public Health.................................................................. Error! Bookmark not defined.
Yerkes National Primate Research Center ................................................ Error! Bookmark not defined.
Performance Trends and Benchmark Comparisons ............................................................................................................... Tab E
Student Enrollment ........................................................................................................................................... 41
Tuition Trends .............................................................................................. Error! Bookmark not defined.
Peer Tuition Comparisons........................................................................... Error! Bookmark not defined.
Federal and Other Research Awards ......................................................... Error! Bookmark not defined.
Endowments ...................................................................................................................................................... 50
FY2007 WHSC Academic and Research Education and General Budgets .........................................................................Tab F
WHSC Academic and Research Consolidated Education and General Budget ...................................... 51
FY2006/FY2007 Consolidated Budget Comparison ................................................................................... 52
Emory University School of Medicine ........................................................................................................... 53
Nell Hodgson Woodruff School of Nursing ................................................................................................. 54
Rollins School of Public Health....................................................................................................................... 55
Yerkes National Primate Research Center ..................................................................................................... 56
FY2007 WHSC Academic and Research All Funds Estimates .............................................................................................Tab G
WHSC Academic and Research Consolidated All Funds Estimate ........................................................... 57
Emory University School of Medicine ........................................................................................................... 58
Nell Hodgson Woodruff School of Nursing ................................................................................................. 59
Rollins School of Public Health....................................................................................................................... 60
Yerkes National Primate Research Center ..................................................................................................... 61
Executive Vice President for Health Affairs ................................................................................................. 62
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Robert W. Woodruff Health Sciences Center
Core Purpose, Core Values, and Vision
The Robert W. Woodruff Health Sciences Center is an academic health sciences center committed to
providing the best care for our patients, educating health professionals and leaders for the future, pursuing
discovery research in all of its forms, including basic, clinical, and population-based research, and serving our
community. The Health Sciences Center is animated by a driving ambition to build on its distinctive
strengths and to become a model that other academic health centers will emulate.
The core purpose and core values of the Woodruff Health Sciences Center and the academic, research and
clinical organizations of the Health Sciences Center are:
Core
Purpose
To Serve Humanity by
Improving Health
“Making People Healthy”
Core
Values

Excellence

Caring

Integrity
The Woodruff Health Sciences Center recognizes that each person and unit of our organization has a unique
role to play in achieving our unifying vision.
By the year 2012, the WHSC will be recognized as one of the top ten academic health
sciences centers and will be leading change in health care through its education,
research and patient care programs.
The WHSC will have created a new model of health and healing for the 21st century.
Key characteristics of this new model will include:
 Integrated, diverse, inter-professional care teams that provide seamless, patient-centered
care and integrate new approaches to nursing, healing and public health.
 Services differentiated from any that our community competitors can provide -including prevention and regenerative care -- facilitated by a commitment to basic
science and discoveries in proteomics, genomics, bioinformatics, pharmaco-genomics,
systems biology, epidemiology and other emerging fields.
 Health professional education and training programs that reflect and inform the
interdisciplinary convergence of research and clinical programs.
 Outcomes-based research and continuous-feedback programs that enable real-time and
continuous evaluation and improvement of all service efforts.
 Technology platforms and databases that enable appropriate and on-demand
information sharing among caregivers, researchers, students, patients, and families.
 Measurable impact on the health of the people and populations we serve.
June 7, 2006
Page 1
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Robert W. Woodruff Health Sciences Center
Strategic Plan Overview
This is an exciting time for Woodruff Health Sciences Center (WHSC) and all of Emory University. The
WHSC continues to build upon its strengths and has positioned itself to build upon the combined abilities of
the individual schools and units to develop unique and distinctive programs in research, education, care
delivery and service. As the University 5-year Strategic Planning process nears conclusion, compelling ideas
and opportunities have emerged at the University level that will create additional synergies. Several of the
emerging themes that are being advanced by the University are Predictive Health and Society; Mind, Brain,
and Neurosciences; and Global Heath. These central themes will create strong, unique multi-disciplinary
programs, which will competitively position Emory University and the WHSC for the next 5-7 years.
The Woodruff Health Sciences Center continues to enhance its strategic and financial programming through
the implementation of an annual planning cycle, which includes the continuous disciplines required to link
strategic direction, mission, and vision to the annual financial, operational, and feedback activities. This
ongoing activity has been a helpful financial and operational management tool for the leadership team. One
component of this process is the development of the Annual Strategic and Financial Plan. This document
represents the third edition of that plan and provides an overview of each units 5-year strategic plan
combined with the specific challenges and details of the annual operating budget for FY 2007. The annual
operating tactics that are developed to support the goals and the initiatives of each unit are not included in
this document.
There are several priority planning efforts underway across the University and within the WHSC that will
have an impact on the strategic and financial plans of the WHSC and its operating units. Emory University
launched a strategic planning process in February of 2004 to develop a strategic roadmap required to achieve
the vision for the University.
Emory Vision: A destination university internationally recognized as an inquirydriven, ethically engaged, and diverse community, whose members work
collaboratively for positive transformation in the world through courageous leadership
in teaching, research, scholarship, health care, and social action.
As part of the larger Emory University Strategic Planning process, all of the WHSC units have been working
to update and revise their goals and initiatives, as well as fine-tune their vision statements. Other key
planning initiatives include:
University Master Plan – Goal is to develop a university wide campus plan for the next 5-10 years.
Clifton Road Corridor Traffic and Access Plan – Goal is to study and improve access to the Emory campus for
patients, students and employees.
WHSC Vision 2012 – Goal is to improve communication, enhance transparency and ensure greater goal
alignment across the WHSC and with the WHSC Vision.
June 7, 2006
Page 2
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Emory University Strategic Plan Overview
THE ROBERT W. WOODRUFF HEALTH SCIENCES CENTER, consisting of the School of Medicine, Nell Hodgson
Woodruff School of Nursing, Rollins School of Public Health, Yerkes National Primate Research Center, and Emory Healthcare will
lead progress and change in health care through its superlative programs in education, research and patient care.
Drawing on strengths throughout the university, the WHSC will pioneer in creating a new model of predictive and
preventive health for the 21st century.
THE EMORY SCHOOL OF MEDICINE aspires to be a top ten institution. To achieve this vision, it will continue to
grow NIH and other federally funded research, successfully implement a highly innovative curriculum, and provide
cutting-edge compassionate patient care. Specifically, the School of Medicine will:
 Focus on the following biomedical research areas: Cancer; Neurosciences; Immunity, Host Defense and
Pathogenic Agents; Cardiovascular and Epithelial Biology; Regenerative, Transplantation and Reparative
Medicine; Integrative Medicine and Health Services Research; Molecular Structure and Interaction/Systems
Biology; and Global Health and Predictive Medicine;
 Serve as a model for Medical School Education in the 21st century through the School’s innovative and
revamped Medical Curriculum, which better reflects both the new knowledge about adult learning theory and
the rapid scientific advances in medical science. The revised medical curriculum and the School’s cutting edge
research will be enabled by new state-of-the-art administration, medical education and research buildings;
 Provide an environment that will create future leaders who are creative and thoughtful thinkers with its
emphasis on pioneering research and innovative curriculum; and
 Remain committed to delivery of outstanding care to its patients through service at Emory Healthcare, the
Atlanta-based Veterans Affairs Medical Center, Grady Health System, and Children’s Healthcare of AtlantaEgleston and by recruiting faculty that strengthen departments and interdisciplinary care.
THE NELL HODGSON WOODRUFF SCHOOL OF NURSING will be one of the nation's top three private schools of
nursing and a leading global force in research, education and leadership that improves nursing care. Building on its core
values of social responsibility, scholarship and leadership and key partnerships within and beyond the Emory
community, the School will continue its remarkable upward trajectory as a leading force for enhancing the health of
vulnerable people in Georgia, the United States and the world. To realize these aspirations, the School will:
 Become the leading private school of nursing in the world in the area of international nursing, including health
workforce development, policy and global government nursing and health leadership;
 Become a national and international model for integration of social responsibility into all school curricula;
 Provide international and national leadership in faith-based and mission-related nursing programs; and
 Collaborate with key university partners in curricular reform and research relating to predictive health.
In support of these goals, the School will also develop a work community that supports excellence, health, wellbeing
and environmental stewardship.
THE ROLLINS SCHOOL OF PUBLIC HEALTH will become one of the top five schools of public health in the world.
Serving as the hub of global health at Emory, the school will unite and energize the campus while furthering Emory’s
stature through its commitment to improving health and preventing disease locally, nationally and globally. As complex
local and global health challenges continue to threaten our health and future, the RSPH will be preeminent in training
leaders for the public health workforce who can apply solid, grounded skills creatively in diverse environments. To
achieve these goals, RSPH will:
 Recruit an additional twenty-five tenure track faculty who are catalyst for interdisciplinary research;
 Double the number of Ph.D. students; and increase merit scholarships to attract the best MPH students;
 Continue to nurture partnerships with the Centers for Disease Control and Prevention, The Carter Center,
CARE, The Task Force for Child Survival and Development, the American Cancer Society and state and local
public health agencies that provide a strategic advantage in public health education and research, reinforce the
spirit of cooperation and add to the distinction of the Rollins School of Public Health; and
 Construct a new 200,000 square foot building.
June 7, 2006
Page 3
WHSC Academic and Research
FY2007 Strategic and Financial Plan
THE YERKES NATIONAL PRIMATE RESEARCH CENTER will lead the world in bringing together comparative
behavior, genomics, proteomics, imaging, and transgenic technology to pioneer in comparative medicine and predictive
health. Yerkes will focus on the following four key initiatives to achieve this vision:
 Integrate modern immunological science with a detailed understanding of how diseases develop. Discoveries
in this area will foster the creation of new vaccines and vaccine strategies, which Yerkes will extend to include
noninfectious diseases;
 Implement new and unique biomedical research paradigms that capitalize on the differences and similarities
between human and nonhuman primates, to gain a deeper understanding across the life span of human
vulnerability to disease;
 Become the quintessential site for advancing biomedical and behavioral knowledge by combining the latest and
most powerful cross-cutting technologies, including microarray-based genomics, molecular imaging, and
sophisticated behavioral assays that take advantage of the unique contribution of nonhuman primates as a
model for human behavior and disease; and
 Develop plans to secure funding for a new building (approximately 80,000 gsf) on the Yerkes campus and at
the Field Station to support the expanded programs and new initiatives proposed in its Strategic Plan.
June 7, 2006
Page 4
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Strategic Plan: 2005-2010
Emory University School of Medicine
EXECUTIVE SUMMARY
The School of Medicine has been remarkably successful in all its missions in the past decade. It is exemplified by the
more than three-fold increase in NIH funding ($55 million to $178 million) between 1996 and 2004, which increased
our NIH national ranking from 31 to 19. The quality of our students has never been better with an average grade point
average of 3.8 and outstanding medical college admission test (MCAT) scores. The School receives about 50
applications for every position.
The key to the School of Medicine’s success in the next five years is the retention of our most talented and productive
faculty and the ongoing recruitment of world-class clinicians and scientists with specific expertise that will propel our
research, clinical and teaching enterprise to elite status. In short, we are recruiting the best clinicians and scientists in
targeted areas from the best schools of medicine in the nation to join us at Emory.
Creation of a new and innovative medical curriculum will better reflect the rapid scientific advances changing how
medicine is practiced now and in the future (implementation beginning 2007). The medical education curriculum
steering committee recommends that the School:












Center on the student;
Highly integrate course content;
Define and assess Core competencies;
Implement a flexible curriculum;
Incorporate a “House System”;
Provide substantial mentoring;
Require a discovery phase;
Emphasize ethics;
Develop strong interactions with other Emory schools and other Atlanta Institutions;
Expect student volunteerism;
Include leadership, scholarship, public health as strong threads; and
Make possible a tuition-free 5th year.
We are constructing a technologically advanced, state-of-the-art administration and medical education building that will
support our new medical curriculum. Key elements of the new building will be:






State-of-the-art lecture halls that will allow the use of the most advanced interactive teaching techniques;
Substantial numbers of technologically advanced small group classrooms;
A technologically advanced gross anatomy laboratory with computing and imaging capabilities;
Simulation laboratories and patient examination rooms where technical skills and interview techniques of
both medical students and residents can be assessed;
Advanced computer labs and study spaces for students; and
Gathering spaces for students, residents and faculty.
Emory’s NIH research portfolio has grown at one of the fastest annual compound growth rates of 15.5% during the
past eight years among the top 25 medical schools in the nation. This has been achieved in part through research
strategic planning that emphasizes specific areas of biomedical research, expansion of research facilities, and the
recruitment of outstanding new faculty. Our new research strategic plan continues to build upon successes in
neurosciences, cancer biology, transplantation, cardiovascular disease, and infectious disease as well as to identify new
areas for emphasis including nanotechnology, systems biology, health services research, predictive health and global
health.
June 7, 2006
Page 5
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Strategic Plan: 2005-2010
Emory University School of Medicine
(continued)
The quality of the clinical care provided by the School of Medicine faculty, like our research, has never been better. The
School, in collaboration with Emory Healthcare, is planning ways to provide ever more compassionate, state of the art
healthcare to our patients, which will include:





Use of technologically advanced diagnostic and treatment modalities to enhance the care of our patients;
Use of translational research to provide the most advanced and innovative therapies;
Development of patient centered educational programs for our patients to promote healthy lifestyles;
Define and develop the field of predictive health through creation of modalities and techniques that will
influence the model of health care in the 21st century; and
Work with local hospital affiliates (e.g., Emory Healthcare, Grady Health System, Atlanta-based Veterans
Affairs Medical Center, and Children’s Healthcare of Atlanta) to provide excellent patient care and manage
programs, finances, and relationships effectively.
We are also planning steps to maintain the School’s financial security enabling it to meet present and future needs of
medical education, research and patient care. The School will continue to work collaboratively with The Emory Clinic
and Emory Hospitals to support and strengthen their financial performance, which in turn will provide the necessary
increase in academic enrichment fund support for the School. Efforts have been in place and will be heightened to
attract more philanthropic support and to maintain the growth of indirect cost recovery through the growth of research.
June 7, 2006
Page 6
WHSC Academic and Research
FY2007 Strategic and Financial Plan
Strategic Plan: 2005-2010
Emory University School of Medicine
VISION STATEMENT
The vision of the Emory University School of Medicine is to be approaching top ten status by 2012 as a leader in
educational innovation, research achievement, and clinical excellence.
MISSION STATEMENT
The mission of the Emory University School of Medicine is to provide outstanding educational programs, to develop
excellent scientists who create knowledge and integrate it into the practice of medicine, to train caring clinicians who
provide quality patient care to the community with compassion and concern, and to teach and exemplify the highest
professional standards and ethical behavior.
GOAL STATEMENTS
1. Transform medical education in the nation by revolutionizing our curriculum to produce leaders in medicine with
educated minds and informed hearts.
2. Continue to expand our research enterprise in quality and quantity towards top 10 status.
3. Be recognized for providing compassionate, state-of-the-art patient care to all patients.
4. To recruit and develop additional leaders in education, science, and clinical care and provide resources to develop
and sustain outstanding departments and programs in the School of Medicine.
5. Create better medical education, research and patient care environments that maximize personnel and material
resources and promote new applications of basic knowledge.
6. To achieve financial security that enables the School of Medicine to meet present and future needs of medical
education, research, and patient care.
STRATEGIC INITIATIVES
1. Create a new medical education curriculum and teaching strategic plan by 2005 for implementation beginning in
July 2007.
2. Build a technologically advanced Administration and Medical Education Building that meets the needs of our new
curriculum and accommodates increasing class size by the fall of 2007.
3. Foster a culture of research and discovery within the Emory University School of Medicine that is aligned and
integrated with the missions and visions of the Woodruff Health Sciences Center and Emory University.
4. Continue to develop our strong relationship with Georgia Tech to continue to enhance joint cutting-edge research
and educational programs.
5. Increase the number of NIH-funded investigators through recruitment and retention of the most talented basic and
clinical researchers.
June 7, 2006
Page 7
Emory University School of Medicine
A nnual Tuition Rates
WHSC Academic and Research
FY2007
Strategic and Financial Plan
$36,407
$37,000
$36,000
$34,697Plan: 2005-2010
Strategic
$35,000
Emory University School of Medicine
$34,000
$33,068
(continued)
$33,000
$31
,497
$32,000
6. Increase the number of research trainees – PhD, MD/PhD, and postdoctoral fellows.
$31,000
$30,000 7. Improve the level of support provided to investigators in clinical departments.
$29,000
2002-03
2003-04for continued2004-05
2005-06
8. Develop
new research facilities
growth of our research
enterprise.
9. Increase the portfolio of programmatic NIH grants (PPGs) and develop Centers of excellence in biomedicine and
healthcare.
10. Increase the overall investment in enabling technologies, core laboratory programs, and infrastructure support
services.
11. Build a new Emory Clinic building to enhance our clinical operations.
12. Recruit faculty who will strengthen departments and interdisciplinary care at Emory Healthcare.
13. Work with Grady Health System to enhance delivery of healthcare services and to determine optimal complement
of services at Grady.
14. Work with the administration of the Atlanta-based Veterans Administration Medical Center to develop and assess
plans to continue providing quality care to the increasing number of veterans seeking our services.
15. Work with Children’s Healthcare of Atlanta to create a top tier pediatric department and a nationally recognized
children’s hospital by jointly supporting the development of the department and other pediatric programs.
16. Partner with Emory Healthcare to achieve maximal clinical enterprise success and efficiency.
17. Manage programs, finances and relationships effectively at our affiliated hospitals (e.g., Grady Health System,
Atlanta-based Veterans Administration Medical Center, and Children’s Healthcare of Atlanta).
18. Enhance and expand mentoring programs for faculty and staff.
19. Identify faculty and staff (especially women and minorities) with leadership potential and desire and provide them
with internal and external opportunities for training and development.
20. Encourage and support leadership training for chairs, division chiefs, center directors, and administrators.
21. Develop strategies to maximize income generation and manage costs and resource consumption appropriately.
22. Plan and execute a comprehensive campaign.
June 7, 2006
Page 8