We are leaders in improving the health and well-being of the people of Saskatchewan and the world.
As a socially accountable organization, we improve health through innovative and interdisciplinary research and education, leadership, community engagement, and the development of culturally competent, skilled clinicians and scientists. Collaborative and mutually beneficial partnerships with Indigenous peoples and communities are central to our mission.
The College of Medicine will focus on the following seven strategic priority areas
Strengthen research capacity
Social accountability and community engagement
|Empower and engage faculty
Focus on support, development and engagement of all faculty to foster a mutually beneficial relationship and empower them as role models for future clinicians and scientists.
|Distributed medical education
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.
|Integration and alignment with the health system
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.
People - Retention and Recruitment of strong leadership, faculty, students, management and support staff
Partnerships and Relationships - Partnerships and relationships that enable the College to effectively achieve its objectives
Organizational Capacity - Information Management, Financial Resources and Processes to support the education, training, research, and clinical activities of a provincial medical school
FRAMEWORK - The College of Medicine created a strategic planning framework that incorporated broad awareness, assessment, and consultation with our college community and various other stakeholders, to produce a renewed vision, mission, values, principles and strategic priorities for the next five years.
AWARENESS - A variety of forums were used to promote the process and increase awareness, including a leadership and student kick-off meeting, departmental presentations, weekly e-news information, social media postings and update newsletters.
ASSESSMENT - Renewing our organization’s vision, mission, values, principles and strategic priorities called for a thorough understanding of our current operating environment, so an in-depth assessment was conducted. Meyers Norris Penny (MNP) was contracted to conduct market research and facilitate components of our strategic planning process, and working groups were created to assess three key areas: Teaching & Learning, Research & Innovation, and Administration & Infrastructure.
CONSULTATION - 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
DECISION-MAKING - 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.
Strategic Focus Areas
In 2016, the college embarked upon a new stage in its history. Our third integrated plan had been interrupted by a change initiative resulting in the creation of The Way Forward, our primary strategic document since 2013. Having accomplished many of the objectives of The Way Forward, the college initiated a strategic planning process in August 2016.
School of Physical Therapy
The School of Physical Therapy 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.