MedNet

Organization

The overarching goal for the organization pillar is: Creation of a working environment that inspires innovation, strengthens academic and operational affiliation, and fosters agility.

Read more about the objectives and draft outcomes, metrics, and activities for each below.


Objectives

O1: Develop a communication strategy to foster engagement and inclusivity across the Faculty and its stakeholders. 

O2: Ensure strategic faculty renewal to enable excellence in education and research.

O3: Clarify governance accountabilities and simplify processes to enable decision making. 

O4: Create functional academic groupings to facilitate coherence, collaboration and operational support. 

O5: Embed wellbeing and leadership development to improve personal and collective effectiveness. 

Draft Outcomes, Metrics, & Activities

O1: Develop a communication strategy to foster engagement and inclusivity across the Faculty and its stakeholders.

Outcomes & Outputs

  • Active participation by faculty, staff, and students in the organization and its initiatives.
  • Greater sense of affiliation among faculty, students, and staff as valued members of the UBC Faculty of Medicine.
  • Alignment with institutional partners around shared issues and solutions.

Metrics

  • Diversity* of participation in UBC-wide and Faculty of Medicine initiatives.
  • Self-reported sense of affiliation with UBC Faculty of Medicine.
  • Reports of inter-institution alignment by faculty and staff.
  • Matrix indicating levels of interest among key stakeholders.

Activities

  • O1.1  Develop and seek approval of an overarching stakeholder engagement strategy. (Complete) Implement the stakeholder engagement strategy. (Link w O6)
  • O1.2  Develop an overarching internal and external strategic communications plan. (Complete) Implement the communication plan. (Externally-facing component links w P3)
  • O1.3  Engage the incoming UBC AVP Communications and Marketing to seek advice on increasing sense of affiliation and integrate into engagement strategy.
  • O1.4  Develop and implement a government relations strategy. Should include consultation/coordination with UBC GR office.

*In this context, diversity refers to types and ranks of faculty members, types of students and trainees, programs represented, and locations represented.

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O2: Ensure strategic faculty renewal to enable excellence in education and research.

Outcomes & Outputs

  • Balance in faculty* member diversity and hired faculty in new and existing areas of focus.

Metrics

  • Age distribution of faculty members.
  • Binary sex distribution by faculty rank.
  • Distribution of self-reported faculty diversity.
  • Percentage of new faculty recruits in areas of focus compared with existing areas.
  • Faculty replacement rates.
  • Alignment between Faculty priorities and distribution of faculty discipline and location.

Activities

  • O2.1  Identify faculty recruitment requirements. Engage stakeholders to understand areas of current and impending need. Identify areas of teaching and research that are at risk due to retiring faculty. Conduct a FoM-wide faculty workforce analysis. (Link w P2)
  • O2.2  Develop a unified, FoM-wide approach to considering and approving faculty recruitment proposals. Draft a potential approach. Engage key stakeholders (e.g.: department heads and school directors) to obtain and incorporate feedback on the approach. Operationalize the approach.
  • O2.3  Develop and implement a FoM faculty renewal strategy designed to fulfil the requirements identified through stakeholder consultation and workforce analysis.

*In this context, faculty refers to full time and clinical faculty across all sites and across all disciplines.

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O3: Clarify governance accountabilities and simplify processes to enable decision making.

Outcomes & Outputs

  • Greater effectiveness and efficiency in decision making and clarity on accountability of key roles and committees.

Metrics

  • Perception of clarity regarding where accountabilities and responsibilities lie, and where decisions and recommendations are made.
  • Agendas indicate purpose of each discussion topic in alignment with the committee’s authority (e.g.: for decision, endorsement, recommendation, feedback, discussion, information).
  • Attendance rates as a proxy for perceived value of committee.
  • Committee membership focused on those required to be there (but not more).

Activities

  • O3.1  Design, develop, operationalize, and evaluate a new governance structure. (Link w P3)
  • O3.2  Review and revise policies, procedures, and guidelines to ensure they reflect the new structure and seek appropriate approvals.

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O4: Create functional academic groupings to facilitate coherence, collaboration and operational support.

Outcomes & Outputs

  • Improved coordination and sustainability resulting from changes in administrative and academic structures.

Metrics

  • Degree of alignment of administrative processes across administrative and academic units.
  • Analysis of functions across departments, the Faculty, and the University. (Use UniForum data)
  • Number of standardized procedures and/or guidelines that have been developed and adopted.

Activities

  • O4.1  Develop and implement a new process for review of academic units. (Link w O6)
  • O4.2  Evaluate administrative/operational needs of all academic units (identify current gaps and opportunities).
  • O4.3  Design and create structures that facilitate operational efficiencies, including space planning.
  • O4.4  Evaluate and implement opportunities for academic unit re-alignment to enhance academic productivity.

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O5: Embed wellbeing and leadership development to improve personal and collective effectiveness.

Outcomes & Outputs

  • Safe and supportive work environment where people are recognized for the work they do.
  • Work environment contributes to staff and faculty wellbeing and personal effectiveness.
  • Secure leadership pipeline for faculty and staff.

Metrics

  • •Percentage of faculty and staff who report receiving recognition for their accomplishments at work (WES*).
  • •Percentage of faculty and staff who report feeling supported by their immediate head or manager in training and development needs (WES).
  • •Percentage of faculty and staff who report feeling physically safe in their work environments (WES).
  • •Percentage of faculty and staff who are confident I can achieve my career objectives at UBC (WES).
  • •Percentage of people in leadership positions with a succession plan in place.

Activities

  • O5.1  Collaborate with UBC HR to identify full range of staff and faculty needs from pre-recruitment to departure (e.g.: wellbeing support, mentorship, leadership dev’t, succession planning, etc.).
  • O5.2  Identify which needs are met through UBC and which are met through the FoM, and identify any gaps that may exist.
  • O5.3  Highlight elements that are already in place at both the UBC and Faculty levels to support people in reconnecting with what is already available.
  • O5.4  Develop plan to fill gaps identified. May include a leadership succession roadmap, a framework for Department Heads to support performance development for their staff and faculty, a consistent process for clinical faculty promotions, and a FoM-specific wellness strategy that supports the University-level strategy. (Link w E5)

*Indicates data available through the UBC Workplace Engagement Survey (WES).

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