nymc strategic plan 2015-2020

STRATEGIC PLAN A

2015 – 2020 Strategic Plan

B NEW YORK MEDICAL COLLEGE

STRATEGIC PLAN 1

table of contentsExecutive Summary 2

Leaders in Research 5

Looking Ahead 6

Mission and Vision 6

Planning Process 9

NYMC 2015-2020 Strategic Plan: 10 Opportunities for Improvement

Strategic Pathway I: 12 Educational Excellence

School of Medicine 12School of Health Sciences and Practice 19Graduate School of Basic Medical Sciences 20

Strategic Pathway II: 22 Faculty Recruitment, Retention and Development

Strategic Pathway III: 24 Create an environment that values, promotes and supports excellence in basic science, clinical and translational research

Strategic Pathway IV: 28 Develop an integrated College-wide culture, that encourages efficiency, ensures accountability and that works together to achieve the vision and missions of NYMC

Strategic Pathway V: 29 Enhance our facilities, infrastructure, and environment to promote excellence in scholarship, research and clinical care

Strategic Pathway VI: 30 Excellence in our Financial Performance

Strategic Pathway VII: 31 Continue to enhance NYMC’s contribution to the health needs of the Hudson Valley region

Conclusion 32

2 NEW YORK MEDICAL COLLEGE

Executive Summary

New York Medical College (NYMC) issued its last strategic plan in 2009, a road map that guided us in our mission to advance excellence in medical education, research and clinical care. It was an ambitious plan and the results were impressive.

In 2010, the NYMC community proudly celebrated the 150th anniversary

of the founding of NYMC with a year full of sesquicentennial celebration

activities. The following year, NYMC joined the Touro College and University

System creating one of the largest health sciences universities in the

country. Our shared vision for the future has resulted in the expansion and

transformation of our campus, offering students new opportunities and

enhancing their education. In 2013, NYMC acquired 19 Skyline Drive, a

250,000 square foot, five-story building providing essential space for

offices and new programs. In addition, 7 Dana Road has been completely

renovated into a state-of-the-art biotechnology incubator (BioInc@NYMC)

and Clinical Skills and Disaster Medicine Training Center.

NYMC and Touro continue to grow our educational programs. NYMC made

steep gains in education by receiving an unprecedented 12-year accreditation

from the Accreditation Council for Graduate Medical Education (ACGME)

for our residency and fellowship programs. NYMC also received a four-

year accreditation from the Accreditation Council for Continuing Medical

Education (ACCME). A master of science degree in biology education

was developed in partnership with the Touro College Graduate School of

Education. As we move toward the future, new innovative programs are in

development, several of which are outlined in the body of this strategic plan.

Our students’ clinical rotation options were dramatically expanded by

establishing five new academic affiliations. In 2011, St. Joseph’s Medical

Center in Paterson, New Jersey and Lenox Hill Hospital in Manhattan were

designated as affiliates. Saint Michael’s Medical Center in Newark, New

Jersey, Brookdale University Hospital and Medical Center in Brooklyn, New

York, and the Beckley Department of Veterans Affairs in Beckley, West

Virginia, also joined NYMC in 2014 as academic affiliates adding to the

breadth and diversity of clinical experiences for students and residents.

STRATEGIC PLAN 3

Over the past five years, NYMC has transformed our approach to selecting

incoming students. Beginning with the 2013 application cycle, the School

of Medicine Office of Admissions moved to the Multiple-Mini Interview

(MMI) format. During the MMI, applicants move through a circuit of short,

carefully-timed, scenario-based interview stations. MMI scenarios are

not necessarily knowledge-based or medically oriented. Rather, they

are designed to specifically assess a candidate’s capacity for critical

thinking, problem solving, ethical grounding, professionalism, cultural

sensitivity, willingness to collaborate and flexibility of mind as well as overall

communication and interpersonal skills. This format has enabled the

admissions program to make better informed decisions and has helped

increase NYMC’s percentage admissions yield ratio by 64% in five years.

NYMC also implemented a diversity outreach strategy that has resulted

in the enrollment of under-represented groups in medicine in the School

of Medicine to more than double from 10% to 20% in five years.

The College’s development efforts have enjoyed a dramatic boost as a

result of new direction and motivation. The appointment of 20 new trustees

in 2011 has inspired an infusion of fresh ideas shared by committees,

leadership and faculty. After a national search, a seasoned medical education

fundraiser was recruited to head the Office of Development. A host of new

initiatives were immediately implemented, and as a result last year fund

raising rose to $8.9 million—an increase of 178% over the previous year.

Our approach to community outreach and communications has been

vastly improved. NYMC has developed a database of faculty experts

that span a wide range of specialties and are readily available to respond

to media requests. As a result of our increased public relations efforts,

NYMC’s media coverage has increased dramatically in the past year.

Several programs have also been developed to engage the local

community. NYMC was proud to host the United States Holocaust

Memorial Museum’s traveling exhibition “Deadly Medicine: Creating the

Master Race”. This exhibit was presented free and open to the public

for two months and attracted more than 2,000 community members.

NYMC has also partnered with local libraries to host author events as

well as launch a Meet the Doctor lecture series, where various relevant

topics in medicine and public health are presented by NYMC faculty

members to the community followed by a question and answer session.

NYMC has also implemented an enhanced internal communications strategy

to foster greater awareness of the College’s vision, accomplishments, news,

announcements and events, among students, staff, faculty and trustees. The

Chancellor of NYMC holds regular town hall meetings, which include a state

of the college address, providing an open dialog with the NYMC commu-

nity. Information is also disseminated though NYMC’s weekly e-newsletter,

InTouch; the alumni monthly e-newsletter; through campus digital sig-

nage monitors; and on the NYMC website and social media channels.


Leaders in ResearchNew York Medical College

manages more than $36 million

in research and other sponsored

programs, notably in the areas of

cancer, cardiovascular disease,

infectious diseases, kidney

disease, the neurosciences,

disaster medicine, and vaccine

development. Recent research

grants of particular note are:

• Doris Bucher, Ph.D., associate professor of microbiology and immunology, received $1.6 million from the Biomedical Advanced Research and Development Authority (BARDA) for research to develop new influenza vaccines and $1.7 million from the International Federation of Pharmaceutical Manufacturers and Associations for high yield reassortant viruses for influenza vaccine.

• Mitchell S. Cairo, M.D., professor of pediatrics, medicine, pathology, microbiology and immunology and cell biology and anatomy, received $960,000 from the Pediatric Cancer Research Foundation for his work on for his work on cancer genetics, tumor immunology, transplantation biology, stem cell biology, and regenerative medicine.

• Kutluk Oktay, M.D., professor of obstetrics and gynecology, cell biology and anatomy, medicine, and pathology, received a five-year grant totaling more than $2.48 million from the National Institutes of Health to study the effect of chemotherapy on ovaries.

• Michal Schwartzman, Ph.D., professor and chair of the Department of Pharmacology, is the recipient of a National Institutes of Health Program Project Grant of more than $2 million for studying the hormonal regulation of blood pressure.

STRATEGIC PLAN 5

Looking Ahead

We have objectively assessed the goals and outcomes from our 2009-2014 strategic plan. Through this assessment, we have identified new objectives and projects that will guide us through the next five years and continue to define us as a preeminent health sciences university in the 21st Century.

We present these objectives and projects here, in our strategic plan

for 2015–2020. The plan is aspirational: it represents the critical

priorities and initiatives that will enable the College to realize its mission

as a dynamic center of learning, investigation and practice.

The plan is strategic: It reflects current realities within and surrounding

the College. It emphasizes the importance of translational research

and describes how we aim to implement it. It introduces programs that

we will develop to meet educational needs in health care and health-

related sciences. It details the ways in which we will reward meaningful

innovation and cross-disciplinary, team-based efforts. Finally, it explains

how we will ensure accountability from the entire NYMC community in

our shared pursuit of academic, scientific and medical excellence.

Mission and VisionMISSIONNew York Medical College is a health sciences university whose

purpose is to educate physicians, scientists, public health specialists,

and other healthcare professionals, and to conduct biomedical

and population-based research. Through its faculty and affiliated

clinical partners, the College provides service to its community in an

atmosphere of excellence, scholarship and professionalism. New York

Medical College believes that the rich diversity of its student body

and faculty is important to its mission of educating outstanding health

care professionals for the multicultural world of the 21st century.

VISIONThe College will continue to be one of the foremost medical schools in

the nation accredited by the Liaison Committee on Medical Education,

offering an educational program leading to the M.D. degree, as well

as masters and doctoral programs in public health, the biomedical

sciences and other health professions. With its wide spectrum of hospital

and teaching affiliates, New York Medical College provides excellent

educational, research, specialty and primary care opportunities.


STRATEGIC PLAN 7

EDUCATIONThe College will:

• educate outstanding physicians, scientists, public health practitioners and other health care professionals;

• sponsor residency and fellowship programs accredited by the Accreditation Council on Graduate Medical Education (ACGME);

• sponsor continuing medical education programs accredited by the Accreditation Council on Continuing Medical Education (ACCME). These will be available to all physicians of its affiliated hospitals and other practitioners in the region;

• educate the public with innovative programs that integrate the latest research advances with the best clinical practices;

• provide educational opportunities with an international perspective through graduate, post-doctoral and other training.

RESEARCHThe College will:

• advance health care through cutting edge basic, clinical and population based research leading to improved scientific knowledge;

• be a leader in translational research discoveries to improve treatment and prevention of disease;

• promote excellence in the education of health care professionals through research in medical education.

CLINICAL CAREThe College will:

• with its clinical affiliates, provide outstanding clinical care and service to the community;

• incorporate the latest advances in medical knowledge into health care practices;

• improve patient care at our clinical affiliates through advances in education and research.

Planning Process

NYMC has conducted a number of comprehensive studies to objectively assess the outcomes of the goals presented in the previous 2009-2014 strategic plan; evaluate the current state of NYMC’s scholarship/education, research, and clinical care; and establish new priorities and initiatives that will advance our mission. These studies provide the framework for the NYMC Strategic Plan for 2015-2020.

They involve:

• the formation of a system wide NYMC/Touro Research Advancement Task Force in late 2011 chaired by Ira Schwartz, Ph.D., chairman of the Department of Microbiology and Immunology. This task force analyzed the current state of research and research support across NYMC and Touro, and proposed a plan to elevate all aspects of translational science laboratory-based (basic), patient-oriented (bench to bedside) and population-based (epidemiological, health outcomes, health disparities)] throughout the College. The task force’s charge also included proposing:

○ a viable and focused three to-five-year plan for increasing the volume of basic and clinical research with particular attention to clinical and translation research;

○ improvements to the research support process;

• the generation of a detailed report by the Schweitzer Committee for the School of Health Sciences and Practice (SHSP), which evaluated the current state of programs and resulted in a set of strategic initiatives for the school;

• the collection of data that measure the College’s education, diversity, research, and financial health, relative to regional and national benchmarks;

• a faculty committee chaired by Dana G. Mordue, Ph.D., reviewed the objective data and crafted this new strategic plan.

Reports from the Research Advancement Task Force and

the Schweitzer Committee are available and both provided

guidance for development of the 2015-2020 strategic plan.

STRATEGIC PLAN 9


NYMC 2015-2020 Strategic Plan: Opportunities for Improvement

THE THREE PRINCIPLE AIMS OF THE NYMC STRATEGIC PLAN FOR 2015-2020 ARE TO:

1. Define and communicate a clear vision and common goals and priorities throughout the College in order to achieve greater alignment and integration of our structure and missions.

2. Establish metrics to evaluate achievement of these goals.

3. Develop mechanisms to encourage innovation in education, research and patient care across disciplines.

THIS STRATEGIC PLAN IS CATEGORIZED INTO SEVEN PATHWAYS:

Strategic Pathway I: Educational Excellence

Strategic Pathway II: Faculty Recruitment, Retention and Development

Strategic Pathway III: Create an environment that values, promotes and supports excellence in basic science, clinical and translational research

Strategic Pathway IV: Develop an integrated college-wide culture, that encourages efficiency, ensures accountability and that works together to achieve the vision and missions of NYMC.

Strategic Pathway V: Enhance our facilities, infrastructure, and environment to promote excellence in education, research and clinical care.

Strategic Pathway VI: Excellence in our Financial Performance

Strategic Pathway VII: Continue to enhance the College’s contribution to the health and needs of the Hudson Valley.

NYMC HAS IDENTIFIED SIX SPECIFIC HIGHLIGHTS OF THE PLAN THEY INCLUDE:

EDUCATIONNYMC will evaluate and restructure the medical school curriculum to prepare students for 21st century medicine. This will entail:

• integrating the programs of the Clinical Skills and Disaster Medicine Training Center;

• increasing the number of affiliated teaching hospitals;

• developing new programs in the health sciences to enhance and broaden options for students in public health and the biomedical sciences;

• enhancing our ability to recruit and train high caliber students and maintain our commitment to a diverse student body;

• continuing efforts to drive down student indebtedness through scholarships and by strengthening non-tuition-based sources of revenue.

RESEARCHNYMC will implement the recommendations from the Research Advancement Task Force to build on existing strengths, and identify ways of enhancing our work in translational science to improve human health.

CLINICAL CARENYMC will develop a multidisciplinary College clinical faculty practice plan, recruit new clinical leadership, and develop processes to enlist Westchester Medical Center (WMC) house staff in disciplines that are currently underrepresented among U.S. medical school graduates.

FACULTYNYMC will enhance our ability to attract and sustain a cadre of committed and productive faculty who exemplify the highest standards of personal ethics and professional excellence in teaching, research, patient care and service. Moreover, NYMC will promote a work environment that engenders success, and where faculty expectations, evaluations and rewards are aligned and transparent.

OPERATIONSNYMC will build an integrated, College-wide culture that fosters efficiency, ensures accountability, and facilitates cooperative engagement to achieve our mission. NYMC will:

• evaluate lines of communication and accountability to ensure that administrative and operating practices and organization structures function efficiently in the pursuit of the missions and goals set forth in this strategic plan;

• strengthen the overall organizational structure, processes and culture to ensure the highest standards of performance, responsiveness and responsibility;

• ensure that our facilities provide a safe and user-friendly environment that enhances teaching, learning, research and service delivery.

FINANCESNYMC will evaluate how revenue is being used in order to manage our finances and ensure that limited resources are used strategically through targeted investments to generate a stable financial future. Furthermore, we will expand our efforts to increase revenue from philanthropy, as well as research and clinical practice.

STRATEGIC PLAN 11

Strategic Pathway I: Educational Excellence

SCHOOL OF MEDICINE

Cost of AttendanceA growing concern in academics is the problem of student indebtedness. There is a fear that student indebtedness may alter the career path of new medical doctors away from general and internal medicine to more lucrative avenues in order to pay off debt. However, in terms of the needs of the U.S. population, there is a need for more doctors in family medicine and internal medicine. Figure 1 shows, the cost of attending the School of Medicine of NYMC for the years from 2009-2013. The yearly increase (not adjusted for inflation) ranged from 3.4-5.7 percent per year. Adjusted for inflation, the increase ranged from 1.0-1.4 percent per year.

$60,000

$55,000

$50,000

$45,000

$40,00008/09 09/10 10/11 11/12 12/13 13/14

FIGURE 1: Cost of Attendance for First Year NYMC Medical Student in Inflation Adjusted Dollars*

NYMC Adjusted for HEPI Adjusted for CPI

*Total cost of attendance includes tuition, fees and health insurance. It does not include housing.

Fiscal Year

Am

ou

nt

13579

1113151719212325272931333537394143

FIGURE 2: Ranking the Cost of Attendance for First Year NYMC Medical Student in Comparison to Other Private Allopathic Medical Schools in the Unites States*

08/09 09/10 10/11 11/12 12/13

*AAMC Source Data. Total cost of attendance includes tuition, fees and health insurance. It does not include housing.

Fiscal Year

Ran

kin

g P

osi

tio

n in

Ter

ms

of

Mo

st E

xpen

sive

NYMC Cornell-Weill NYU

Albany Medical CollegeColumbia Einstein

YaleRochester Mt. Sinai

Hofstra

Given the costs associated with NYMC’s location in the New York metropolitan area, it is relevant to evaluate its price of attendance in relation to the nine other private medical schools in New York and Connecticut (there are currently no private medical school in New Jersey). As shown in Figure 2, NYMC has been at the midpoint of the schools in our geographical region for the past five years.


The cost of attending medical school at NYMC should also be viewed in the context of scholarship money provided to students. We recently pursued a strategy to increase scholarship money as a percentage of the cost of attendance at the NYMC School of Medicine. This strategy includes money from philanthropy directed toward scholarships. As shown in Figure 3 and Table 1, 10.6 percent in 2013 is a record high and NYMC’s scholarship is high compared to our peers. NYMC’s School of Medicine is about the 50th percentile nationally in providing needs-based scholarship aid to M.D. students. However, as shown in the Figure 4, tuition continues to be too large a driver of our school’s revenue stream.

Fiscal Year

12%

10%

8%

6%

FIGURE 3: NYMC Scholarships as a Percentage of Medical School Gross Tuition and Fees

Per

cen

tag

e9.5%

8.6% 9.1% 8.9%

10.6%

35%

32%

29%

26%

23%

20%

FIGURE 4: NYMC Tuition as a percentage of Total Medical School Operating RevenueGross Medical School Tuition and Fees as a % of Total MS Operating RevenueNet Medical School Tuition and Fees as a % of Total MS Operating RevenueGross Medical School and Pre-Internship Tuition and Fees as a % of Total MS Operating RevenueNet Medical School and Pre-Internship Tuition and Fees as a % of Total MS Operating Revenue

Fiscal Year

Per

cen

tag

e

Private, All Regions, Average: $6,576,109

NYMC Average: $4,992,992

Range: $161,617 – $23,611,750

NYMC Rank: 24th out of 54 private schools reporting data

TABLE 1: Total Dollar Amount of Grants/Scholarships Without a Service Commitment Medical Schools 2013

NYMC’s School of Medicine must strive to generate significant revenue via academic support payments, philanthropy and external research support for basic sciences, clinical and translational research, and clinical trials.

Opportunities for improvement in response to the above data for the coming five years are:

1. minimize the rate of increase of tuition and fees (< 4 percent/year)

2. increase funds committed to scholarships by $2,000,000 by 2020

STRATEGIC PLAN 13

08/09 09/10 10/11 11/12 12/13 13/14

08/09 09/10 10/11 11/12 12/13 13/14

8.3%

Quality of Student Body

200830.6

SD(3.13)

200930.5

SD(3.04)

201030.5

SD(3.30)

201130.9

SD(3.02)

201231.2

SD(2.73)

201331.4

SD(3.28)

201431.4

SD(3.1)

Year

31.5

31.0

30.5

30.0

FIGURE 5b: NYMC School of Medicine Mean MCAT

Sco

reMore important than the number of applicants is the academic quality of the matriculated class. One measure of applicant quality is the national data on the reproducibility and standard deviations of the Medical College Admissions Test (MCAT). The mean MCAT score of NYMC’s matriculated medical students has continued to increase each year starting with a mean of 30.5 in 2010 up to a mean of 31.4 in 2014 - a historic high. The mean undergraduate GPA of matriculating students has remained between 3.55-3.58 from 2008-2014.

NYMC remains in the top ten medical schools in the U.S. in terms of number of applications for admission to either an allopathic or osteopathic medical school. The number of applications continues on an upward trajectory. NYMC’s M.D. applications are rising in the context of an overall national increase in applications.

Acceptance Rate (percentage yield)

For the past two years NYMC employed a new medical school admissions format: the Multiple Mini-Interview (MMI). Approximately one-fourth of the medical schools in the U.S. are now using an MMI-based system. Along with this new interview format, our admissions office suite has been renovated; the applicant’s experience has been modified to include a visit with NYMC’s Chancellor; and a new video was created for applicants. More importantly, we have worked diligently at providing our students with a quality medical education and residential experience that they can convey to our applicants. Consequently, our percent yield (the probability that an applicant offered a seat in our School of Medicine will accept) is on an upward trajectory and has already reached a record high.


45%

40%

35%

30%

25%

20%

15%

200827%

200922%

201028%

201127%

201229%

201333%

201440%

Year

FIGURE 6: NYMC School of Medicine Percentage Yield

% Y

ield

200811,2508,566

ReceivedCompleted

200911,4028,749

201011,4909,231

201111,6799,242

201211,5948,993

201312,0779,375

201412,4749,706

Year

14,000

12,000

10,000

8,000

Sco

re

FIGURE 5a: NYMC Applications

Applications Received Applications Completed

Diversity of Student BodyNYMC has a very strong institutional history of opposition to bigotry in medical education: we graduated Canada’s first female physician in 1867; we graduated New York State’s first African-American female physician in 1870; we graduated our first African-American male in 1884; in 1928, NYMC became the first white-majority medical school to provide designated scholarships for African-Americans; during the 1920s to 1960s, when approximately 70 of the 80 allopathic medical schools in the U.S. observed restrictive admission quotas for Jews, NYMC did not; NYMC became the first white-majority medical school to name an African-American woman as one of the school’s deans in the mid-1950s.

Figure 7 shows the trends for 2008-2013 in the percentage of under-represented minority (URM) medical students in the entering medical school class.

200810%

200910%

201016.4%

201113.5%

201215%

201319%

2014 (as of 7/7/13)20%

Year

25%

20%

15%

10%

FIGURE 7: URM Matriculants

% o

f U

RM

M

atri

cula

nts

Columbia 21%

TouroCOM 19%

NYMC 18%

SUNY Buffalo 17%

Cornell 17%

Mount Sinai 16%

NYU 16%

Hofstra 14%

Rochester 14%

Stonybrook 14%

Albany 12%

Einstein 11%

Downstate 11%

Upstate 10%

NYITCOM 8%

TABLE 2 : Four Year Medical Schools in the State of New York Ranked from

High to Low in the Percentage of Under-Represented Minority Medical Students

in the Entering Class of August 2013

NYMC clearly continues its commitment to historically under-represented groups in medicine at a rate well beyond that of most other white-majority private medical schools.

The opportunities for improvement in response to the above data for the coming five years are:

1. improve our presence on the web, in print and in visits to undergraduate campuses to tell our story to prospective students;

2. increase the inventory of campus housing from the current approximately 520 units to 800 units.

STRATEGIC PLAN 15

Although NYMC medical students do well overall, some do struggle and it is important to monitor these occurrences. Shown in Figures 9 and 10, respectively, are the number of students that have taken a leave of absence (LOA) for personal reasons over the past five years, and those who needed to repeat their first year of medical school (the year in which trouble is most commonly encountered) due to poor academic performance. It is important for NYMC to offer additional aid and assistance to students who struggle at some point with the medical school curriculum and oversight has been put in place to identify these students so that we can intervene in a timely fashion to help them be successful.

However, it is also important for us to develop additional options for active learning that can be available to those students who are performing well academically and who wish to further enhance their medical education by achieving additional areas of experience. The opportunities for improvement in response to the above data for the coming five years are to develop voluntary tracks in clinician-scientist rural/community medicine, medical education, public health policy and global health, to allow students who perform well academically to focus their educational experience and meet personalized learning goals.

10098969492908886

FIGURE 8: USMLE 1 Passing

2009 2010 2011 2012 2013Year

Per

cen

tag

e

101100999897969594

FIGURE 8: USMLE 2 CK Passing

2009 2010 2011 2012 2013Year

Per

cen

tag

e

10098969492908886

FIGURE 8: USMLE 2 CS Passing

2009 2010 2011 2012 2013Year

Per

cen

tag

e

NYMC NATIONAL

Medical School ExperienceThe four year graduation rate for the M.D. degree has historically been above 90 percent except for students pursuing dual degrees or taking time for research. A solid measure of success is a student’s passage of the three steps of the U.S. Medical Licensing Examination (USMLE) compared to national benchmarks. As shown in Figure 8, NYMC students consistently perform very well in their licensing examinations relative to the national average.

5.004.003.002.001.000.00

FIGURE 9: NYMC 1st Year Students LOAs

2009- 2010

2010- 2011

2011- 2012

2012- 2013

2013- 2014

Years

Per

cen

tag

e o

f C

lass

2.52.01.51.00.50.0

FIGURE 10: NYMC 1st Year Students Required to Repeat

Years

Per

cen

tag

e o

f C

lass

2009- 2010

2010- 2011

2011- 2012

2012- 2013


ResidenciesAlmost all U.S. medical students get one of their top three choices in the National Residency Matching Program. Some students can be somewhat provincial and value a match for residency at any hospital in the five boroughs of the City of New York or in Long Island as the equivalent of Harvard’s Massachusetts General Hospital and Brigham and Women’s Hospital, the Mayo Clinic, Johns Hopkins, or Stanford. Thus, as a reasonable surrogate for quality of residencies, we evaluated the probability of an NYMC graduate residency match at a teaching hospital affiliated with one of the top 25 allopathic medical schools in the U.S. based upon NIH grant-receipt rankings (see Figure 11). Although the methodology is not perfect, it is at least an attempt to estimate quality.

As a general rule of academic medicine, about 20 percent of a medical school’s graduates should be pursuing residencies at their home medical school’s affiliated hospitals, corrected for the percentage of students who take their primary rotations at that hospital and for residency programs not offered by a hospital. For example, if approximately 25 percent of NYMC medical students did their primary clinical rotations at Westchester Medical Center (WMC), then one should strive as a minimum for 20 percent of the 25 percent of the 190 graduates of an average class to match at WMC (approximately 10 students minus those programs not offered at WMC [family medicine, ENT, physical medicine and rehabilitation, radiation oncology]). Approximately 25 percent of NYMC students do their core rotations at WMC, 25 percent at Metropolitan Hospital Center and 20 percent at St. Joseph’s Regional Medical Center; the number of students who match at our affiliate hospitals are shown in Figure 12. While historically the data for the New York Eye and Ear Infirmary (NYEE) would have been relevant (NYEE has been an affiliate of NYMC since 1880), the purchase of the NYEE by Mount Sinai’s Health System made this moot for future planning.

30.025.020.015.010.05.00.0

Top 25 WMC Metropolitan Greenwich St. Joseph’s Patterson

Institutions

Per

cen

tag

es

FIGURE 12: NYMC Match Locations – 2009-2013

2009 2012 2010 2013 2011

STRATEGIC PLAN 17

1614121086420

FIGURE 11: NYMC Residency Match – 2009-2013

Institution

Nu

mb

er M

atch

ed

2009 2012 2010 2013 2011Ba

ylor

Colu

mbi

a

Corn

ell

Duk

e

Emor

y

Mou

nt S

inai

John

Hop

kins

May

o Cl

inic

NYU

Nor

thw

este

rn

Ore

gon

Stan

ford

UTSW

Dal

las

UC D

avis

UCLA

UCSD

UCSF

Chic

ago

(Rus

h)

UNC

Penn

sylv

ania

Pitt

sbur

gh

U of

Was

hing

ton

Vand

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Yale

Mas

s Ge

nera

l

Brig

ham

and

Wom

en’s

Beth

Isra

el D

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ness

Harv

ard

Long

woo

d Ps

ychi

atry

A concern was expressed about the alleged high percentage of foreign medical graduates populating WMC’s residency programs. As Table 3 shows, this problem actually only concerns a subset of WMC’s residencies.

TABLE 3: The Percentage of Westchester Medical Center Entering House Staff In the Core Clinical Departments Who are Graduates of United States MD and DO Granting Schools

Department

The range of new house staff per year for the entering

class of 2011-20132011 2012 2013 2014

Anesthesiology 6-8 33% 14% 63% 70%

Internal Medicine Categorical 14 0% 0% 21% 7%

Internal Medicine Preliminary 12-20 42% 23% 50% 30%

Neurosurgery 1 100% 100% 100% 100%

Neurology 3 0% 0% 0% 0%

ObGyn 4 100% 100% 100% 100%

Ophthalmology 2-4 100% 100% 100% 50%

Orthopedic Surgery 3 57% 100% 67% 100%

Pathology 1-3 0% 0% 0% 0%

Pediatrics 10-17 85% 70% 100% 89%

Psychiatry 7-8 29% 57% 38% 44%

Radiology 5 100% 100% 100% 100%

Surgery Categorical 4 75% 75% 75% 50%

Surgery 4 0% 50% 0% 0%

Hospital Partners for Medical EducationOn an average day, about one-fourth of NYMC third and fourth year medical students are on clinical rotations and electives at WMC adjacent to our campus, one-fourth at Metropolitan Hospital Center in East Harlem, and one-fourth at Saint Joseph’s Regional Medical Center in Paterson, New Jersey. The relationship with Metropolitan Hospital Center dates to its founding by our faculty in 1875. The relationship with WMC began when the College moved from Manhattan to Valhalla in 1971. The remaining students are at a variety of other hospitals including Greenwich Hospital in Connecticut, Lenox Hill Hospital in Manhattan, and hospitals in Brooklyn and Staten Island.

In sum, NYMC relies on Westchester Medical Center, Metropolitan Hospital, and Saint Joseph’s Regional Medical Center, but needs to identify a fourth or fifth strong partner to place about one-fourth of the class. It makes more educational sense and derives considerable economies of scale to place 25-50 students at one site rather than 5-10 students at five to ten sites. To this end we have, over the past year, engaged in a vigorous program of outreach and marketing and have identified several potential hospitals to partner with us.

The opportunities for improvement in response to the data in Table 3 for the coming five years are:

1. NYMC’s School of Medicine will maintain NYEE as a training site for medical student rotations in ENT and ophthalmology until 2020 and WMC is assured of ENT house staff coverage of its level I trauma center until 2020.

2. WMC and NYMC will strive for: • a stand-alone ENT residency

by 2020. Five house staff are required and four are already budgeted;

• recruitment of new academic chairs for ophthalmology and ENT.

3. selection of new clinical leadership and processes to improve the quality of the WMC house staff in the disciplines above that are not currently successfully recruiting U.S. medical school graduates.


The opportunities for improvement in response to the above circumstances for the next five years are:

1. enter into an academic affiliation agreement with one or two major hospitals with the potential to educate on the order of 20-25 percent of the third- and fourth-year medical students needing clinical education;

2. improve the use of the VA Hudson Valley Health Care System – an untapped resource.

SCHOOL OF HEALTH SCIENCES AND PRACTICEDevelopment of new degree granting programsOur goal is to strategically develop new programs in partnership with Touro that complement the existing academic health science and research strengths of NYMC, and that prepares students for the rapidly changing environment and emerging challenges in health care-related professions. The different programs and target start dates are listed below under opportunities for improvement.

Figure 13 shows the number of students enrolled in each of the degree programs currently offered in NYMC’s School of Health Sciences and Practice (SHSP). Figure 14 shows the percent of under represented minorities (URM) in the SHSP. The SHSP is clearly doing an excellent job in its ability to recruit URM.

600

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400

300

200

100

0

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by

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gra

m

FIGURE 13: SHSP Fall Enrollment by Academic Year

DrPH MS DPT Total MPH

STRATEGIC PLAN 19


1. open a M.S. in biostatistics (with concentration in analysis of large datasets) by September 2015; open a certificate in Environment Health program by September 2015; aggressively market our SHSP programs via a re-designed web presence and new marketing initiatives;

2. create a mechanism for graduate students at Touro College’s School of Health Sciences (SHS) to concurrently complete an M.P.H. degree at SHSP and develop administrative processes for transfer of credits and tuition between SHSP and SHS;

3. explore the feasibility of offering P.T. residency programs;

4. for SHSP, we will follow the recommendations outlined for us by the Schweitzer Report;

5. increase the enrollment in the D.P.T. and M.S./SLP programs.

30%

25%

20%

15%2009 2010 2011 2012 2013

Academic Year

Per

cen

tag

e

FIGURE 14: SHSP Percentage Under-Represented Minority by Academic Year (Fall Enrollment)

2014

2009 2010 2011 2012 2013

Academic Year

2014

GRADUATE SCHOOL OF BASIC MEDICAL SCIENCESAn examination of the enrollment in the Graduate School of Basic Medical Sciences (GSBMS) shows a general decrease in enrollment of both the M.S. and Ph.D. programs (Figure 15). For the Ph.D. program, in particular, enrollment is limited by the number of extramurally-funded laboratories that are interested in accepting incoming Ph.D. students. However, as shown in Figure 16, the GSBMS is also doing an excellent job recruiting under-represented minority students.

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0%

Academic Year

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FIGURE 16: GSBMS Underrepresented Minorities Among Newly Enrolled Students

% of New US Students % of All New Students

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60

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20

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Academic Year

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FIGURE 15: GSBMS Enrollment by Academic Year

PhD MS Non-Matriculated


1. explore the potential development (and/or consolidation) of degree, non-degree and certificate programs that are important to meet the needs of students and employers in biomedical sciences

2. retain and recruit funded basic science faculty so that we can sustain the quality and quantity of our basic science graduate school program

3. develop and market the M.D./Ph.D. and M.D./M.P.H. programs, and switch to an integrated application that competes for outstanding students whose goal entering medical school is an M.D./Ph.D. or M.D./M.P.H.


2009 2010 2011 2012 2013 2014

2009 2010 2011 2012 2013 2014

Other Educational ProgramsMembership in the Touro College and University System opens opportunities for new educational programs. The opportunities for improvement involve developing the following educational programs.

1. re-instate the “Flower Fifth Avenue School of Nursing” which closed when NYMC moved from Manhattan to Westchester in 1971, in the form of the Touro College of Nursing at New York Medical College (R.N. to B.S.N.);

2. develop a masters in biomedical ethics program targeting both health science students who wish to graduate with a dual degree, as well as health care practitioners seeking to return to school on a part time basis. This will include an optional major in Jewish medical ethics;

3. open a professional M.S. program for individuals seeking careers in the pharmaceutical and biotechnology industries;

4. open a Touro College School of Dental Medicine at NYMC offering the degree Doctor of Dental Medicine;

5. open the Touro College Physician Assistants Program at NYMC offering the degree M.H.S;

6. establish a M.S. in biostatistics program.

STRATEGIC PLAN 21

Strategic Pathway II: Faculty Recruitment, Retention and Development

TABLE 4: Minority Breakdown

2008 2009 2010 2011 2012 FT Total FT Total FT Total FT Total FT Total All NYMC FacultyAmerican Indian 3 6 4 6 4 6 4 7 2 4Asian 365 612 321 534 348 570 359 614 303 508Black 62 110 53 103 58 112 68 125 53 95Decline to Respond 69 186 74 208 80 218 84 263 63 195Hispanic 76 123 70 108 73 116 79 133 64 114White 910 2173 815 1955 840 2025 853 2145 712 1762Total 1485 3210 1337 2914 1403 3047 1447 3287 1197 2678

Basic Science FacultyAmerican Indian 0 0 0 0 0 0 0 0 0 0Asian 27 34 28 34 27 36 28 36 24 33Black 0 2 0 2 0 2 0 1 0 1Decline to Respond 0 0 0 1 1 2 0 1 0 1Hispanic 2 8 1 5 1 5 1 7 1 6White 71 104 69 99 64 99 67 102 61 91Total 100 148 98 141 93 144 96 147 86 132

Clinical FacultyAmerican Indian 3 6 4 6 4 6 4 7 2 4Asian 335 572 287 492 315 527 324 570 273 465Black 61 106 53 96 58 105 68 119 53 92Decline to Respond 69 173 74 189 79 201 84 248 63 184Hispanic 74 112 68 99 71 107 76 121 62 105White 808 1951 717 1734 744 1818 755 1933 622 1567Total 1350 2920 1203 2616 1271 2764 1311 2998 1075 2417

Health Sciences & Practice FacultyAmerican Indian 0 0 0 0 0 0 0 0 0 0Asian 3 6 5 7 5 6 6 7 5 9Black 1 2 0 5 0 5 0 5 0 2Decline to Respond 0 13 0 18 0 15 0 14 0 10Hispanic 0 3 1 4 1 4 1 4 1 3White 24 109 22 113 25 99 24 101 22 96Total 28 133 28 147 31 129 31 131 28 120

Faculty DiversityEarlier in this report we showed the excellent progress in the percentage of under-represented minority (URM) students in the SOM, SHSP and GSBMS. Table 4 shows how we stand in reference to faculty diversity for all of our schools. The percentage has remained stable over time. Subset analysis indicates that we must strive to do better in the basic science departments, although we recognize that the number of URM Ph.D. graduates is extremely small. This results in an even smaller pool of URM Ph.D.s with advanced postdoctoral training with independent research programs consistent with faculty appointments in allopathic medical schools.


STRATEGIC PLAN 23

Achieving and maintaining the College’s institutional aspirations is dependent on our continuing ability to recruit and to retain high caliber and dedicated faculty. The College has important challenges in regard to its faculty including recruiting and retaining junior and/or funded faculty and maintaining compensation levels.

With regard to faculty recruitment and retention, NYMC needs to develop a deeper understanding of the qualitative reasons for faculty attrition perhaps gleaned

through exit interviews, confidential surveys of faculty, and competitive salary information. These data must be shared systematically with relevant leaders and used to design strategic responses to recruitment and retention challenges as they are identified. There is a clear need for NYMC to develop mechanisms aimed at aligning goals, expectations and research for faculty across all tracks. In some cases, new definitions and evaluations need to be explored for faculty who are responsible for

critically important missions for the College but that do not readily fit into traditional tracks. The overall goal of the College should be to offer all faculty members, across all roles, a meaningful career path founded on transparent expectations with opportunities and rewards that commensurate with performance as aligned with the goals and missions of the College (research issues related to faculty are included in Strategic Pathway III).


1. define faculty performance metrics for clinical service, research, teaching and service. This includes consideration of how to transparently and fairly evaluate “full time effort” for different faculty tracks;

2. establish clearly defined metrics to support and measure faculty research performance to allow NYMC to promote research productivity and strengthen our research mission in both the basic science and clinical departments;

3. identify issues that lead to non-retention of successful faculty and develop strategies to address those issues in order to aid faculty retention;

4. evaluate the NYMC policy regarding cost-sharing of faculty salary support not covered by grants.

To achieve our goal of conducting high quality biomedical research, we will capitalize on our research strengths and elevate the competitive quality and quantity of basic, clinical, and translational research, as well as identify and remove administrative impediments that hinder this research.

Assessment of research enterpriseThe College has areas of research excellence, but overall the ability of NYMC to compete successfully for NIH and non-NIH research funding has been challenged (Figure 17). An assessment in December 2011, indicates NYMC extramural research funding was at $17.8 million with $10.5 million from NIH. Research funding in basic sciences was $14.2 million; 80 percent of the total research funding at NYMC. Research funding was generated by a relatively small number of faculty; 40 principle investigators with an average of $355K per PI. Total funding in the clinical departments was $3.1M for laboratory based studies and $1.2M for clinical trial funding. Only 5 of 19 clinical departments had funding greater than $100K.

The SHSP had total research funding of $423K. Thus a small proportion of faculty, largely in the basic sciences and a small number of clinical departments, generate the majority of research dollars. This reflects the tremendous achievement of a small number of productive investigators, but also a general lack of depth across the spectrum of investigators at NYMC. In December 2011, NYMC was ranked 98 of 138 Medical Schools in NIH funding. This was a drop compared to 2002 when NYMC ranked 87. Part of the decline is a failure of investigators to maintain extramural funding in the current funding climate that is characterized by a severe contraction in NIH funding. An inability to recruit and retain funded faculty has exacerbated the problem.

NYMC has critical areas of research strengths that are an important foundation to build upon for our research enterprises moving forward. These areas include cardiovascular, infectious diseases, cancer, neuroscience and

Strategic Pathway III: Create an environment that values, promotes and supports excellence in basic science, clinical and translational research


$30

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$15

$10

$5

02008-2009 2009-2010 2010-2011 2011-2012 2012-2013

Academic Year

Am

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in M

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FIGURE 17: NYMC Research Funding

Non-NIH Research Funding NIH Research Funding Total Research Funding

64%70%

70%46%

45%

kidney and metabolic diseases. cardiovascular disease, Alzheimer’s and neurological disorders, cancer, metabolic diseases and infectious diseases remain leading causes of mortality in the U.S. and will continue to attract funding. Advanced technologies (genomics, proteomics, metabolomics, bioinformatics analysis and advanced imaging analysis) will need to be incorporated into research strategies in order to compete in our current areas of strength as well as new research initiatives. Of critical importance, translational science with its three components, laboratory-based (basic), patient-oriented (bench to bedside) and population-based (epidemiological, health outcomes, health disparities), will continue to be the most desired type of research by funding agencies. Organizations that can unify projects that incorporate multidisciplinary approaches that cover each aspect of translational science will be in the best position to attract funding.

The College must streamline the organization and management of the research infrastructure at all levels to ensure it is best positioned to meet the future research endeavors of investigators at all research levels: basic, clinical and translational. While this applies to the College’s research endeavors specifically, the theme applies to all the missions of the College. Thus, Strategic Pathway IV (to develop an integrated College-wide culture, that encourages efficiency, ensures accountability and that works together to achieve the vision and missions of NYMC) is complementary to Strategic Pathway III: Create an environment that values, promotes and supports excellence in basic science, clinical and translational research.

STRATEGIC PLAN 25

STRATEGIC PLAN 27

1. streamline the organization and management of the research infrastructure at all levels to ensure NYMC is best positioned to meet the future research endeavors of investigators at all research levels (basic, clinical and translational) by:

a. shifting oversight and promotion of the NYMC research strategic plan to the dean of NYMC’s School of Medicine;

b. empowering the current Research Council to advise the College on research issues;

c. establishing a management structure to ensure the efficient processing of basic, clinical and translational research proposals, including IRB and legal.

2. actively foster a culture that promotes and supports research as part of the academic mission of all academic units and departments

a. clearly define a research vision, mission and set of goals in all academic units and departments;

b. promote the rational allocation and efficient use of the NYMC School of Medicine’s resources for research. A percentage of fundraising efforts and revenue should go toward strategic targeted prioritized initiatives to enhance NYMC’s research footprint. A meaningful and realistic incentive plan should be developed for successful investigators.

3. proactively build on NYMC’s areas of research strength along with research areas and initiatives likely targeted by the NIH in the future as well as by other potential funding sources

a. populate the biotechnology incubator on Dana Road with start-up companies that will further the missions of both the biotechnology incubator and NYMC’s research enterprise;

b. recruit new academic researchers into areas of strength, as well as new areas that are crucial for 21st century biomedical research.

4. maintain and enhance the research footprint of NYMC

a. make retention of productive investigators a high priority;

b. continue to develop a robust and meaningful bridge-funding program for established researchers in promising areas, as well as providing “seed” funding for new projects consistent with the strategic research vision of NYMC and Touro;

c. strategically invest in new core facilities and modernize existing facilities required to maintain a 21st century biomedical research program.

5. establish a multidisciplinary science team, comprised of NYMC and its affiliates, geared toward comprehensive translational science and provide the tools needed to foster successful teams

a. in partnership with WMC, NYMC will create a working system for clinical-translational research;

b. develop a comprehensive database of all research activity to include collaborative opportunities and specific faculty interests and competencies across NYMC and each of its affiliates;

c. improve access to WMC and each of NYMC affiliate hospital’s health information benchmarking, outcomes and patient diagnosis type as de-identified information to provide pilot data when starting a clinical trial and facilitated development of power analysis;

d. support/expand the clinical research center;

e. establish centers and institutes around major translational research themes.

The College will follow the strategic plan published by the Research Advancement Task Force as a roadmap for mobilizing the schools efforts to create an environment that values, promotes and supports excellence in basic science, clinical and translational research. A brief summary of the opportunities for improvement based on the above data, and the report from the Research Advancement Task Force, are the following:


Strategic Pathway IV: Develop an integrated College-wide culture, that encourages efficiency, ensures accountability and that works together to achieve the vision and missions of nymc.

1. evaluate and restructure lines of communication and accountability to facilitate the key missions of NYMC in education, research and clinical care.

a. ensure that the priority directives of each of NYMC’s administrative units is clearly defined and works effectively and efficiently toward achieving the vision and mission of NYMC as presented in this Strategic Plan 2015-2020. The success of NYMC’s biotech incubator is also dependent on an efficient process in terms of contracts and administration that works efficiently and collegially with external investigators/businesses.

i. streamline the organization and management of the research infrastructure at all levels to ensure NYMC is best positioned to meet the future research endeavors of investigators (detailed under Strategic Pathway III). This includes establishment of a management structure to ensure the efficient processing of basic, clinical and translational research proposals, including IRB and legal.

2. strategically recruit new vice presidents, deans and department chairs to replace retirees and enhance leadership in targeted areas according to a strategic long-term plan to enhance the key mission of NYMC.

3. continuously improve the internal communication process to focus on providing consistent clear and relevant information to all internal audiences.

4. develop and implement a comprehensive external communications program that promotes a differentiated image in the external marketplace that is consistent with NYMC’s identity.

a. develop a strong brand based on our institutional strengths and goals. This needs to include a comprehensive plan to appropriately develop and maintain the NYMC website;

b. create a strategy to benefit and engage the greater Westchester community through our health and educational resources and ensure that NYMC is visible to the community;

c. increase the number of student applications to all programs by our presence on the Web, in print and in visits to undergraduate campuses to tell our story to prospective students; aggressively market all of our programs with a heavy focus on our SHSP programs.

We will evaluate and adjust administrative departments and operations as needed to promote excellence in education, research and clinical care. A further goal is to strengthen the overall organizational structure, processes and culture to ensure the highest standards of performance, responsiveness and accountability. The opportunities for improvement are the following:

STRATEGIC PLAN 29

We will augment our facilities to demonstrate a long-term commitment to providing an efficient, safe and user-friendly environment that enhances teaching, learning, research and service delivery. The opportunities for improvement are:

Strategic Pathway V: Enhance our facilities, infrastructure, and environment to promote our tripartite mission of excellence in scholarship, research and clinical care.

1. make alterations to our buildings and grounds to facilitate the missions of NYMC as well as maintain a safe environment conducive to learning.

a. increase the inventory of campus housing to 800 units;

b. fully populate the recently acquired 19 Skyline Drive building;

c. repurpose the Munger Pavilion property;

d. build a new walkway connecting Sunshine Cottage to Dana Road;

e. build a new driveway connecting Sunshine Cottage Road to the 19 Skyline Drive building;

f. build a campus main gate and central campus landscaping elements such as a garden;

g. demolish the decaying covered walkway connecting the Basic Sciences Building to the Westchester Institute for Human Development/Cedarwood Hall.

2. continue to develop the ongoing initiatives to bring up to date the information technology (IT) infrastructure for NYMC including real time accounting practices.

We need to evaluate how revenue from each revenue stream across NYMC is being used in order to be the most effective steward of our finances, and ensure the limited revenue is used strategically to enhance the critical missions of NYMC. In some cases this may require targeted investments to generate a more stable financial future. We have succeeded in driving the cost of raising a dollar in philanthropy to less than 12-14 cents. However, we need to redouble our efforts to grow philanthropy, research income and clinical practice in lieu of tuition as a source of revenue. The opportunities for improvement are:

1. continue to improve and develop avenues to enhance philanthropy

a. target annual fundraising of $9-$12 million per year;

b. continue to grow and implement a strategic and professional approach to development and alumni relations that focuses on a major gift fundraising strategy;

c. create and launch a comprehensive $30-$50 million campaign that will focus on strategic priorities of the college including:

i. focus on establishing endowments for faculty positions, scholarship funds, and research and core facilities funds;

ii. grow focus and use of faculty and faculty research in philanthropy including an active approach in conjunction with development staff to philanthropic resources that will fund research particularly corporations and foundations;

iii. increase faculty involvement with the NYMC Office of Development and Alumni Relations to improve engagement with prospects and donors;

iv. increase annual fund support.

2. develop a university-wide multi-disciplinary clinical faculty practice plan

a. enhance unified operations across the university and affiliates by facilitating inter-faculty practice physician referral and sharing of central services such as business office and electronic medical records;

b. enhance the image and success of NYMC faculty practice group, as well as promote our ability to better serve the community with a more integrated approach and greater efficiency and adaptability to address changes in the health care environment.

Strategic Pathway VI: Excellence in our Financial Performance


NYMC is a health sciences university that is committed to providing service and education to the Hudson Valley community, with the goal of developing innovative programs that integrate the latest research advances with the best clinical practices. NYMC also aims to serve the community to provide educational opportunities to professionals and laity, and communicate accurate scientific information pertinent to basic sciences as well as public health. The opportunities for improvement based on this commitment are:

1. promote the College’s mission and vision as being in the interest of the community at large to engage widespread philanthropic support from the community.

a. identify clinical faculty/patient relationships to develop potential sources of prospective donors i.e. grateful patients;

b. engage faculty with the development office to improve philanthropic support of research;

c. develop and implement a strategic communications plan that would convey NYMC’s historical significance, record of achievement and excellence in education, research and service to the community;

d. explore ways to advance advocacy, public policy and philanthropy through coordinated programs in communications, relationship building and fundraising.

2. promote NYMC’s efforts as a resource for training students and professionals at all educational stages in the scientific method as it applies to biomedical sciences

a. explore avenues to use the new NYMC Clinical Skills and Disaster Medicine Training Center, and the SHSP as a resource for the Hudson Valley community;

b. promote and remove obstacles in order to enhance the profile of the SHSP in service to constituents in the community;

c. specifically promote the contribution/service of NYMC to secondary education science research programs in the community;

d. promote and effectively advertise the current Summer Trainees in Academic Research (STAR) program. Strive to develop philanthropy from those who benefited from the program to sustain future efforts.

3. promote NYMC’s efforts to provide educational opportunities for under-represented minority students and the financially disadvantaged

a. promote the role of our students and faculty as mentors in the Science and Technology Enrichment Program (STEP);

b. promote and sustain efforts for the NYMC Research Program for under-represented minority high school students.

Strategic Pathway VII: Continue to enhance nymc’s contribution to the health and needs of the Hudson Valley region.

STRATEGIC PLAN 31


ConclusionThis plan assesses the past five years and looks toward the future. It evaluates NYMC’s aims and achievements as a robust center of learning, investigation and practice in medicine, research and public health. This assessment is used to identify new goals, initiatives and strategies that will usher NYMC through the next five years, while distinguishing it as a leader among the nation’s health sciences universities.

Stakeholders throughout the NYMC community participated in the discussions and contributed to the drafts that led to the development of this plan. Health sciences faculty, including lecturers, scientists, clinicians, as well as administrators shared their visions of the programs needed to carry out NYMC’s mission. From these discussions emerged approaches for putting new initiatives into action. Indeed, the entire process of conceiving and executing this document mirrors the innovation and cross-disciplinary collaboration that NYMC is committed to promoting and delivering.

During the next five years, NYMC will continue to recruit the high-caliber and diverse student population and faculty for which it is known and provide superior academic support, as well as enhanced educational opportunities. We will launch a wide array of new degree programs that reflect 21st century realities and needs in health and health care. Through these programs we will foster an environment that embodies excellence in basic science, clinical, and translational research, which enriches NYMC’s contribution to the health and health needs of the Hudson Valley. To drive these initiatives we will continue to cultivate support by nurturing relationships with alumni and our trusted community of donors; acquire and upgrade new and existing facilities and infrastructure; and pursue excellence in financial performance.

As we implement this plan, we will monitor and measure our progress. Nourishing partnerships with faculty, students, administration, and the entire NYMC community that brought this plan to fruition will ensure its success.


STRATEGIC PLAN C

Strategic Planning CommitteeDana Mordue, Ph D ASSISTANT PROFESSOR, DEPARTMENT OF MICROBIOLOGY AND IMMUNOLOGY

COMMITTEE CHAIR

Howard Blanchette M D PROFESSOR AND CHAIRMAN, DEPARTMENT OF OBSTETRICS AND GYNECOLOGY

Mitchell S Cairo, M D PROFESSOR OF PEDIATRICS, MEDICINE, PATHOLOGY, MICROBIOLOGY AND IMMUNOLOGY, AND CELL BIOLOGY AND ANATOMY

ASSOCIATE CHAIRMAN, DEPARTMENT OF PEDIATRICS

Joseph F Morales D D S PROFESSOR OF CLINICAL DENTAL MEDICINE AND CHAIRMAN, DEPARTMENT OF DENTAL MEDICINE

Larissa Reece M A VICE PRESIDENT FOR DEVELOPMENT AND ALUMNI AFFAIRS

Ben C Watson, Ph D , CCC-SLP VICE DEAN, SCHOOL OF HEALTH SCIENCES AND PRACTICE

New York Medical College Board of TrusteesDr Mark HastenCHAIRMAN OF THE BOARD

Alan Kadish, M D Robert Alter, M D Mr Gary BarnettHoward Baruch, M D Ben Chouake, M D Rabbi Menachem GenackGary Gettenberg, M D ’83Mr Michael KarfunkelMr Moshe Lichtenstein

Mr Joseph MarkStephen J Nicholas, M D ’86Martin Oliner, Esq Raymond M Planell, Esq Mr Ronald F PoeMr Stephen RosenbergHenry Saphier, M D ’61Joseph Schwartz, M D

New York Medical College LeadershipAlan Kadish, M D PRESIDENT

Edward C Halperin, M D , M A CHANCELLOR AND CHIEF EXECUTIVE OFFICER

Robert W Amler, M D , M B A DEAN, SCHOOL OF HEALTH SCIENCES AND PRACTICE

Francis L Belloni, Ph D DEAN, GRADUATE SCHOOL OF BASIC MEDICAL SCIENCES

D Douglas Miller, M D , C M , M B A DEAN, SCHOOL OF MEDICINE

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New York Medical College • A Member of the Touro College and University System

New York Medical CollegeOffice of Public Relations40 Sunshine Cottage RoadValhalla, NY 10595

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