Values & Principles
We're committed to:
• fairness and equitable treatment
• integrity, honesty and ethical behaviour
We believe in:
• academic freedom
• commitment to community
• different ways of knowing, learning and being
• diversity, equality and human dignity
• a healthy work and learning environment
• innovation, curiosity and creativity
• openness, transparency and accountability
We launched the CoM’s high level strategic plan document in 2017, complete with our new vision, mission and priority areas. Since then, priority area leaders and their teams have been working to develop a more fully defined plan with objectives and targets. Details about the plan and the new plan document are found here on this webpage.
In this message, I draw your attention to four key areas that will underlie our success as we move forward with our plan: Indigenous health, research, learner support and wellness, and faculty and staff engagement and wellness.
Leverage expertise and opportunities while performing research across the breadth of biomedical sciences, clinical medicine, health systems, and health of populations to create an environment where research can excel.
Research plays a critical role in the success of the CoM, fostering academic growth and discovery among our faculty and students to create a foundation for new knowledge.
The COM will enhance the quality and methods of teaching, learning and scholarship. We will focus education and training to develop clinicians who excel at meeting the needs of the province, are culturally competent, and are leaders who can drive health system transformation.
Our province is our campus.
Address the priority health concerns of the communities the college is mandated to serve, incorporating authentic community engagement and mutually beneficial partnerships.
|Respond to the Calls to Action in Canada’s Truth and Reconciliation report, and work in a mutually beneficial and collaborative manner with the Indigenous peoples of Saskatchewan to define and address the present and emerging health needs in their communities.
Promote wellness, balance and teachings that will lead to positive and improved outcomes in communities.
Focus on support, development and engagement of all faculty to foster a mutually beneficial relationship and empower faculty as role models for future clinicians and scientists.
A diverse faculty complement, engaged across the province, will inform and enhance the college mission.
Foster a province-wide college. Implement a sustainable, well-resourced framework across the continuum that will result in quality community partnerships, successful and comparable students across all sites, elevated community health, and better graduate retention in communities.
Engage with communities to provide an intra and interdisciplinary training and research environment across the continuum of medical education. Support learners in developing their skills as they move towards unsupervised practice and gain understanding of the unique aspects of in rural and remote Saskatchewan medical practice.
Focus on aligning our strategic and operational plans with Saskatchewan health system strategies and plans, to enhance integration between the clinical environment and the college.
Support a dynamic network of academic health organizations to create and harness strong, purposeful partnerships through integrating leading edge research, teaching and clinical care to improve the health and well-being of the people of Saskatchewan.
Establish and implement the School of Rehabilitation Science (SRS).
The college needs an organizational structure, infrastructure, and effective coordination to ensure success across the priorities. The following enablers are instrumental to advancing the college: people, partnerships and relationships and organizational capacity.
The CoM Senior Leadership Council has the oversight of the implementation of the strategic plan. Program level planning and implementation is led by a sponsor who is responsible for the work related to the priority.
- The operational plans for each priority have laid out activities from 2017-2022; these will be reviewed regularly throughout the timeframe to respond to changing and emerging opportunities.
- Sponsors will report progress twice annually, and an annual report will be released to the college community to show our progress.
- An annual senior leadership retreat provides a venue to conduct a deep dive into one of the strategy
A variety of consultations were held, including
- Clinical Care Forum focused on the interface of the college and the provincial health system
- Provincial Advisory Meeting with provincial partners on potential areas of focus and expectations for the province’s only medical school
- Student Focus Groups for medical students and residents to discuss how the college’s teaching and learning mission is performing and can be improved
- Staff Focus Groups to reflect on a new plan’s implications for their daily work
- Town Halls: a series of town halls for faculty, staff, and students to learn about the findings from working groups and other consultations and to share their feedback
Decisions based on consultation and feedback were made through a Visioning Meeting and a Prioritization Meeting. A draft plan was released to the college community in early 2017, followed by town hall events for further discussion and feedback.
The college’s new strategic plan was approved by a motion of its faculty council on March 29, 2017.
School of Rehabilitation Science
The School of Rehabilitation Science carried out its strategic planning process in parallel with the College of Medicine. As a unit within the college, many school priorities directly link to or intersect with the work of the college. Therefore, school faculty, staff, and students are engaged in some areas of the college’s planning processes. The school’s intent is to produce a five-year strategic plan that aligns with the College of Medicine and University of Saskatchewan integrated planning processes.
The Program Planning and Resource Advisory Committee in the school is responsible for directing the work and finalizing submissions to the school’s and college’s faculty councils on a timeline of January 2016 to April 2017.