Mr. Schmid discussed the alignment of strategic planning and the annual budgeting process of the Thomas Jefferson University

Of note:

• The CEO was a driving force and remained involved throughout the entire process
• Issues were assessed at highest level of management
• Faculty involvement throughout the process
• The critical elements within the plan: faculty and staff, the administration,  facilities, and systems and processes within the institution.
• The plan was built around a patient care model

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Mr. Lynch described a new strategic planning process at UTHSCSA, which not only resulted in identifying new resources for use but also mobilized faculty to think creatively about the institution’s future.

Strategic plans were often produced by academic side of the institution, based on a budget process that was dictated and controlled by an annual operating budget that resulted from the appropriations process of the state legislature that met biennially.  This budgeting process limited the ways in which the institution could move forward and tended to perpetuate the status quo because the focus was only on obtaining resources on an incremental basis.

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Dr. Bardsley encouraged early stage planning, scenario planning, multi-year plans and exit strategies as key elements for successful implementation of plans.  Facing reality, including recognizing the need for flexibility and change were also highlighted.  The final key: communication.

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Mr. Perisho provided a detailed overview of the strategic capital planning process at Vanderbilt University, describing differences between the investor-based (for profit) model and the community-based (tax exempt) planning model before providing detailed analyses of the motivation, criteria, processes, and procedures in place at Vanderbilt.

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Mr. Lang addressed the institution’s goals and challenges of expanding the research enterprise.

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Mr. Israel discussed the 501 (c) (3) tax exempt bond audit initiative of the IRS, using tax exempt bonds to fund research as opposed to funding facilities, the potential risks for universities, and the vigilant compliance and record keeping that such bond financing requires.

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Jordan addressed current legal developments and trends for tax exempt hospitals. Recent headlines reveal scrutiny of non-profit hospitals, particularly over high salaries to executives, joint ventures with commercial profit making organizations, and use of profit-making subsidiaries.

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The continued development and growth of an organization depends primarily upon the ability to attract and retain the best talent. Dr. Hess described the importance of succession planning as it relates to the strategic efforts of the academic health center enterprise. Specific steps to undertake succession planning as well as pitfalls to avoid in implementation were addressed.

Organizations should be actively planning for the development of leadership across all segments and departments, identifying key positions, specific skills sets and individuals most likely to succeed in the future.

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