Boonshoft School of Medicine adopts a five-year strategic plan

Vital Signs » Spring 2014

The Boonshoft School of Medicine has charted its course for the next five years with the adoption of a new strategic plan. The plan was approved by the medical school’s executive committee in August 2013. Development of a new strategic plan was undertaken as part of the university-wide strategic planning process to determine the path for Wright State University through 2018.

Strategic Plan Goals

The medical school’s strategic plan, “Improving Health through Exceptional Academics, Research, Social Commitment, and Community Engagement,” sets strategies and tactics to achieve five specific goals over the course of five years. The goals are:

photo of a medical studentEducation

Advance learning experiences that prepare learners for the medicine of tomorrow.

photo of students using a microscopeResearch

Advance the school’s reputation for nationally recognized research.

photo of a physican and a familyPatient Care

Prepare for and create the future of patient care.

bsom-adopts-strategic-plan-1.jpgCommunity Engagement

Strengthen community education, community partnerships, and academic partnerships.


Maximize revenue sources and enhance the performance of our fundamental operations.

Each goal also features a culture statement that elucidates the school’s values to inform the various strategies and tactics.

“The strategic plan lays the foundation for all of our activities over the next half decade,” said Dean Marjorie Bowman, M.D., M.P.A. “This plan will allow us to strategically maximize our efforts in the five core areas of education, research, patient care, community engagement, and resource management.”

Behind-the-scenes work on the plan started in late 2012. In February 2013, the first meeting with task force cochairs, department chairs, and associate deans was convened. The chairs and associate deans were encouraged to provide input during the entire planning process. Five committees were assembled, one for each goal. The committees were chosen to encourage strong input from a broad range of faculty.

Innovative Interchange Associates, a local consulting and facilitation firm with experience working with corporations, government organizations, and nonprofits, was engaged to facilitate the process.

Following the kickoff meeting, the facilitators met twice with each focus committee in 90-minute sessions to generate potential strategies for the committee’s goals.

The facilitators collaborated with each focus committee cochair to create the meeting agendas and to assist in creating reports to be presented at a final retreat, which was held on May 20. The retreat included not only the membership of each of the focus committees, but also executive committee members, fully affiliated faculty members, department administrators and business managers, and representatives from Premier Health—more than 80 attendees in all.

Following the adoption of the plan, Dean Bowman and the associate deans have designated champions to guide the implementation of the plan’s strategies and tactics.

“Our dedicated faculty and staff are our major asset, and they ensure the strength of our institution,” said Dean Bowman. “I thank them for their tireless efforts in the strategic planning process and its implementation and for helping us improve health for citizens in our community, our nation, and around the globe.”

View the Strategic Plan online

Last edited on 04/18/2016.