Planning Process Overview
JABSOM has approached strategic planning and integration of its strategic initiatives first by establishing common values, vision and a clear mission. This leadership and faculty driven effort has been supplemented using periodic mission-focused planning retreats involving JABSOM leadership, faculty & community representatives (see Table 1). Outcomes from these planning initiatives are shared at the JABSOM Faculty Senate and JABSOM Executive Committee meetings and progress is monitored during regular (generally weekly) meetings of the Dean’s Executive Leadership team with feedback to stakeholders via the appropriate Leadership team members. Progress on different initiatives are shared through appropriate faculty/staff committees, eNewsletters, web postings, and news releases. Major initiatives are shared annually in a report to the Mānoa Chancellor.
In October 2008, the first school-wide retreat with Dean Hedges was held. This inaugural retreat was built upon Tribal Leadership principles (advocated by Dave Logan of the USC Marshall School of Business) and initiated the process of defining the JABSOM shared values, mission, and vision. A representative faculty team led by Ms. Shari Tasaka refined the output of this planning session and developed the final version of these guiding elements, which were subsequently approved by the JABSOM general faculty (04/29/09) after review and endorsement by the JABSOM Faculty Senate and JABSOM Executive Committee. These guiding statements, which incorporate a strong commitment to developing a Native Hawaiian place of learning, are well aligned with the UH System and Mānoa Campus strategic initiatives.
In June 2009, the JABSOM leadership (primarily dean’s office, research leaders and department chairs) gathered again to focus upon development of strategic initiatives to foster the newly defined JABSOM mission. A major commitment was a focus on (general and mission support) resource development with an emphasis on support for teaching & faculty development. It was recognized that this would require advancement of the university practice plan and alignment with community teaching hospitals. This second planning session was followed by a university practice plan retreat in August 2009 to develop related implementation strategies.
In 2011, the JABSOM Executive Leadership Team synthesized the overall themes from the multiple strategic planning sessions and developed the strategic planning Summary. This Summary has driven subsequent JABSOM strategic planning and evaluation activities, with the implementation of multiple tactics designed to fulfill the overall goals (short-term, medium-term, & long-term). A strategic planning consultant (Shan Steinmark) worked with many department chairs to help incorporate JABSOM strategic goals into their departmental strategic plans. This Summary has been used in multiple settings to emphasize the JABSOM mission and community service priorities, including during multiple subsequent mission-focused strategic planning sessions.
Some actions related to the long-term goals are outlined in Table 2. Although extensive tactical documents have resulted from subsequent strategic planning sessions, the ultimate value of this approach, highlighting these strategic plan concepts and related institutional progress are best delineated in the annual progress reports provided to the Mānoa Chancellor each year. A summary focused just on the undergraduate educational program side is outlined in Table 3.