Strategic Plan

THE STRATEGIC PLANNING PROCESS

The College of Community Health Sciences this year enters the fourth of a five-year strategic planning process that seeks to improve the health of Alabama communities through the College’s strong foundation in primary care and its ongoing work in educating family medicine physicians, providing direct patient care and engaging in related research and scholarship.

The strategic plan, written in the 2012-13 academic year, provides a roadmap that is guiding significant progress in four key areas: build on the roots of The University of Alabama Family Medicine Residency, which CCHS operates; provide a community-oriented and innovative education experience for medical students; transform University Medical Center, the College’s multi-specialty clinical practice, to deliver exceptional, patient-centered care; and foster a passion for research and scholarship aligned with the College’s mission.

Below are highlights of strategic planning work accomplished in 2016, and work planned for this year.

STRATEGIC PLAN STRUCTURE

The strategic plan has three main elements: Strategic Priorities, the Initiatives under each Priority, and Core Value Expressions that cut across the organization. Each of these elements is briefly introduced below.

STRATEGIC PRIORITIES

There are four overarching Strategic Priorities in the 2013 Plan. These Priorities function as the high-level visioning statements for how CCHS will pursue its mission. The Strategic Priorities are:

  • STRATEGIC PRIORITY R

    Enhance the quality of The University of Alabama Family Medicine Residency through expanded community-based practice and experience, with continued emphasis on rural communities, to prepare primary care physicians who will be equipped to meet the challenges of an ever-changing health care environment.

  • STRATEGIC PRIORITY M

    Strengthen and focus medical student education at the College through adoption of innovative, community-oriented learning models, enhanced by primary care and population-focused learning opportunities.

  • STRATEGIC PRIORITY C

    Organize clinical quality teams and tools to lead the process of transformation of the clinical practice to improve outcomes through better quality, safety and standardization at lower cost.

  • STRATEGIC PRIORITY S

    Create the infrastructure and support systems that enable rigorous and relevant scholarship, with a focus on advancing knowledge and research regarding population health and medical education.

READ THE UPDATE AS FEATURED IN THE 2016 ANNUAL REPORT HERE