Table 2

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Table 2 – Selected Actions related to Long-term Strategic Goals

Mission: Research & Discovery
Long-term Strategic Goal: Develop Centers of Excellence in areas of proven strength

  • NIMHD U54 RCMI Clinical & Translational Research Grant (RMATRIX-II) with focus on mentorship, community engaged research & health disparities – collaborate with School of Social Work (renewed)
  • NIMHD G12 RCMI Basic Science Infrastructure Research Grant (BRIDGES) with a focus on mentorship and translational research – collaborate with Mānoa based Schools/Colleges (renewed)
  • NIMHD P20 Center for Native & Pacific Health Disparities Research Grant (CNPHD) with a focus on Pacific Islander community-engaged pilot project support for mentees – collaborate with community organizations (renewed)
  • NIMHD U54 RCMI Translational Research Network Research Grant (RTRN) with focus on inter-institutional (minority institution based) mentorship and translational research (renewed)
  • NIGMS P20 IDeA Biomedical Research Excellence Research Grant (INBRE) with a focus on Inter-institutional mentorship and translational research (renewed)
  • NIGMS U54 IDeA Program Infrastructure for Clinical and Translational Research Grant (IDeA-CTR) with focus on Inter-state mentorship and translational research (renewed)
  • NIGMS P20 Centers of Biomedical Research Excellence (COBRE) Research Grants (2) with focus on Emerging Infectious Diseases and Biogenesis (renewed)
  • Submit NIGMS P20 Centers of Biomedical Research Excellence (COBRE) Research Grant with focus on Diabetes, Obesity & Metabolic Disease – (scored, but not funded – being revised for resubmission)
  • Development of Biostatistics & Research Design Core to serve infrastructure grants and launch Masters of Quantitative Health Sciences (Core established, course material being developed)
  • Expand role of Grants office to Program Administration for infrastructure grants (underway)
  • Coordinate research infrastructure via Super Internal Advisory Committee (SIAC) – (underway)
  • Attain research fellowships (T-awards and K-awards) – (initial awards received)
  • Partner with UH Cancer Center for submission of U54 Cancer Partnership Research Grant with focus on Pacific Islander population – collaboration with University of Guam (submitted – strong score)
  • Consolidate translational research programs at major teaching hospitals and medical school auxiliary building (teaching hospital activity underway and new clinic under construction at Kaka’ako Campus)

Mission: Education & Teaching
Long-term Strategic Goal: Build world-class medical education programs

  • Host AAMC WGEA Conference (completed 2014)
  • Develop MOUs and strengthen student exchange programs with multiple Pacific & Asian medical schools (ongoing)
  • Strengthen faculty development exchange programs (simulation training, problem based learning, Communication Sciences & Disorders) with Asian medical schools (underway)
  • Expand teaching fellowship for clinical and international exchange faculty members (done)
  • Invigorate post-graduate medical education program in Okinawa (Chubu Hospital) – participation of Okinawa prefecture leadership and Chubu Hospital leadership in JABSOM 50th anniversary (done)
  • Plan introduction of U.S. style clinical education in Japanese medical schools (underway)
  • Develop educational mission budget including Educational Support Services (e.g., medical library and simulation lab) and Office of Medical Student Education (established)
  • Develop productivity-based teaching clinic model and web-based education for Communication Sciences & Disorders MS program (established)
  • Expand longitudinal integrated clerkship opportunities in rural communities, especially on neighbor islands via philanthropy (ongoing)
  • Strengthen homeless outreach programs (HOME Project) and other community health programs through philanthropy (ongoing)
  • Strengthen continuity clinic for Family Medicine residency program (oversight transferred to university practice plan)
  • Conduct mock LCME site surveys and determine readiness for LCME accreditation under new standards (two surveys completed and policy/procedure task updates initiated)

Mission: Clinical Healing
Long-term Strategic Goal: Create World-Class Virtual Academic Medical Center

  • Strengthen university practice plan operations: central services, financial reserves, grow hospital contracts, fee for services revenue, and assimilate teaching community practices (underway with several notable success stories)
  • Invest in new clinical teaching faculty members (well underway for departments committed to practice plan)
  • Strategic transition of department chairs to strengthen teaching & university practice (well underway)
  • Incorporation of Cancer Center, College of Pharmacy, & School of Nursing personnel into university practice plan (well underway)
  • Build clinical department endowments to foster scholarship without compromising clinical service (part of underlying philanthropy efforts)

Mission: Community Service
Long-term Strategic Goal: Help meet health care needs of Pacific Rim Region

  • Area Health Education Center (AHEC) grant for Pacific to strengthen educational pipeline (renewed)
  • Physician workforce tracking – data acquisition and analytical modeling to guide policy and new public private partnerships to meet health care provider shortages (ongoing)
  • Strengthen homeless outreach programs (HOME Project) and other community health programs through philanthropy (ongoing)
  • Collaborate with Hawaiʻi State Department of Health on brain injury research and services for those affected – Pacific Basin Rehabilitation Research and Training Center – (support renewed)
  • Chair Men’s March Against Domestic Violence (2014 & 2015)
  • Provide summer programs for local high school teachers to learn laboratory science (ongoing)
  • Collaboration with the Hawaiʻi Medical Association via the university practice plan to create a fiscally and operationally stable home for the Hawaii Medicine & Public Health Journal (fully indexed medical & public health journal focusing on the health of people in the Pacific – now offered electronically)
  • Collaboration with the Hawaiʻi Medical Association via the university practice plan to create a fiscally and operationally stable home for the state’s continuing medical education (CME) consortium and thus continue accreditation of CME programs in Hawaiʻi.

Mission: Advancing Research, Education, Clinical Healing, & Community Support (R-E-C-C) Functions
Long-term Strategic Goal: Increase the financial reserves of JABSOM in 5 years by at least 10%. Note that JABSOM was well on the way of accomplishing this financial goal through the following endeavors, but Mānoa Campus fiscal challenges resulted in a $2M/year decrease in Mānoa Campus support on top of a $2.5M/year decrease in legislative support. Nonetheless, JABSOM has use the following tactics to maintain its fiscal strength.

  • Growth of university practice plan with increasing clinical department support through practice plan.
  • Aggressive grant submission and management to leverage federal dollars.
  • Reduction in part-time faculty bridging support.
  • Streamlining of administrative processing and retention of key administrative personnel.
  • Collection of shared services support from UH Cancer Center.
  • Development of commercial revenue streams that support the JABSOM mission (e.g., Waiola Café, CME, special event management).
  • Aggressive philanthropic activities related to JABSOM alumni and larger ʻohana (e.g., 50th Anniversary ʻOhana, HOME Project, and ʻImi Hoʻōla fund-raisers).
  • Extend partnerships with teaching hospital systems, Hawaiʻi Medical Association, and Hawaiʻi Medical Service Association.
  • Greater use of image & video and strong media relationships to advance recognition of JABSOM in an era where the Mānoa Campus and its leadership have been under harsh critique.

Mission: Capitalizing on Opportunities
Long-term Strategic Goal: Help Hawaiʻi respond constructively to Obama-care

  • Statewide influence in health care was established in the following manner:
    • Dean serves on the board of the Hawaiʻi Health Information Corporation and the Pacific Health Research & Education Institute (VA nonprofit)
    • Dean serves as interim Director of UH Cancer Center with charge to create Kakaʻako Health Sciences Campus infrastructure – uniting the infrastructure of the Cancer Center and JABSOM
    • Dean serves on the board of the Hawaiʻi Residency Programs, Inc., and works with the JABSOM Designated Institutional Official to oversee Graduate Medical Education
    • Dean chairs the Hawaiʻi Medical Education Council that is charged with developing physician workforce projections and strategy
    • Dean collaborates with Deans of Nursing and Social Work along with Director of the Office of Public Health to develop inter-professional education and research programs through UH College of Health Sciences & Social Welfare (MOU signed in 2013)
    • Vice Dean serves as Chair of Kuakini Health System board – affiliated teaching hospital system
    • Associate Dean for Clinical Affairs serves on the board (Past Chair) of the Hawaiʻi Health Information Exchange and the Governor’s Hawaiʻi Healthcare Transformation Initiative (ongoing)
    • Chair of Department of Native Hawaiian Health serves as university delegate to Papa ola Lōkahi (federally recognized Native Hawaiian Health organization) and on board of Queens Health System (largest UH related teaching hospital)
  • Recognition of the School was advanced via the following:
    • Aggressive use of 50th anniversary as means to highlight the contributions of the JABSOM faculty and alumni to Hawaiʻi and build goodwill for philanthropic purposes (videos, history book, CME conferences, alumni gatherings, anniversary gala & media promotion)
    • More direct responsibility for the GME enterprise was achieved by forging a new affiliation with the Hawaiʻi Residency Programs, Inc., and assignment of the DIO role to a JABSOM faculty leader
    • The greater involvement of a JABSOM faculty leader as DIO has strengthened the GME training programs and helped address ACGME accreditation challenges
    • Growth of the university practice plan has helped provide fiscal stability to JABSOM despite Mānoa Campus fiscal challenges and has helped raise the visibility of JABSOM in the clinical community
    • Strengthening of the communications program (eNewsletter, blog, social media, webpage updates, and balanced visual and text media) has been vital for sharing the JABSOM story to internal and external audiences
    • Participation of the Dean on the Mānoa Campus Strategic Planning Committee (2014-2015) and on the Chancellor’s Campus Executive Team (ongoing)


Strategic Plan Overview

Values, Vision, & Mission

Planning Process & Progress

Annual Progress Reports

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