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Strategic Themes and Cross-Cutting Areas

In 2020, the Strategic Planning Steering Committee (SPSC) was charged with refreshing and updating the first RBHS strategic plan. During a retreat in February, the SPSC formulated themes and cross-cutting areas to be considered by subcommittees with broad representation of participation from the RBHS community. After a pause due to the COVID-19 pandemic, a call for volunteers was initiated in July 2020.

Themes

  • Clinical Strategy
  • Community Engagement
  • Culture, Institutional Environment, Morale, & Well-Being
  • Diversity, Equity & Inclusion
  • Education Planning
  • Brand and Reputation
  • Administration, Infrastructure, and Technology
  • Research

The primary purpose of the Subcommittee Co-Chairs, made up mostly, but not exclusively, from SPSC members, is to provide active leadership and support for their theme areas by: identifying subcommittee members (made up of volunteers and other selected individuals), and guiding the subcommittee through information gathering on the theme, drafting relevant strategic goals and action-oriented objectives, including milestones, standards, and criteria, to measure progress toward achieving the goals, objectives, and recommendations relative to respective themes. The Subcommittee Co-Chairs will be responsible for organizing how and when their subcommittees come together and for providing monthly status updates to the SPSC and Coordinating Committee.

Clinical Strategy Subcommittee

Co-Chairs: Andy Anderson and Bruce Haffty

RBHS represents New Jersey’s only comprehensive academic health care system including world-class educational institutions, trainees and faculty across the full spectrum of health care delivery. The Clinical Strategy subcommittee of the RBHS Strategic Planning Committee will frame how to leverage the comprehensive and unique assets of RBHS and Rutgers University to excel in the clinical environment and improve the health of our communities through the delivery of high quality integrated, interprofessional clinical care.

The clinical strategic plan focuses on 1) defining the needed team-based, interprofessional clinical workforce models (dentists, pharmacists, physical therapists, nutritionists, physicians, nurses, and other health professionals) to address all components of the clinical mission; 2) recruitment, development and retention of clinical leaders and practitioners to ensure outcomes that are patient-centered, high quality, accessible, and address the needs of the community; and 3) fostering of clinical centers of excellence and signature programs including cancer and neurosurgery/neurology.

Cross-cutting factors critical to clinical success include communication within our health care enterprise and to the public regarding the full spectrum of clinical services and clinical research opportunities provided; facilitation of access to all services regardless of the point of entry into the system; strengthening our commitment to interdisciplinary, interprofessional care maximizing the contributions of each profession; utilization of informatics to make data-driven decisions and improve outcomes. Further building strategic partnerships, including with RWJBarnabas Health, will be critical for success. Linkages to other strategic planning elements include health outcomes of communities, integration of the research mission, and fostering of the clinical learning environment. Robust communication and appropriate branding of the clinical enterprise will be essential to ensure success of the clinical mission.

Work groups:

Team-based, interprofessional models of care needed for the future Workforce needed for the future, including recruitment, development and retention Integration with strategic partners (with focus on RWJBarnabas Health), including development of clinical centers of excellence/signature programs.

Members

Andy Anderson, Co-Chair
RWJBarnabas-Rutgers Medical Group
Email

Bruce Haffty, Co-Chair
Rutgers Biomedical and Health Sciences
Email

Andrew Brafman
Rutgers School of Dental Medicine

Mary DiGiulio
School of Nursing

Shereef Elnahal
University Hospital

Julia Grimes
Robert Wood Johnson Medical School

Josh Katz
Robert Wood Johnson Medical School

Nancy Phillips
Robert Wood Johnson Medical School

Karen Shapiro
School of Health Professions

Lydia Stockman
Robert Wood Johnson University Hospital

Alfonso Waller
New Jersey Medical School

Community Engagement

Co-Chairs: Karen D’Alonzo, Shawna Hudson, Pamela Valera

"Community Engagement" and "Partnerships" were highlighted at the first Strategic Planning Steering Committee retreat in February 2020 as key themes to include as cross-cutting areas because of its span across the RBHS signature and core mission areas. The Community Engagement Subcommittee was convened to ensure that community engagement and service are systematically addressed across the RBHS core mission area. The committee was charged to review the prior RBHS strategic plan on community engagement to examine progress made and make recommendations on areas for continued development and growth; and, to review the developing RBHS strategic planning subcommittee plans to assure that community engagement has been incorporated and addressed in each core mission area.

President Holloway has charged Rutgers to create a “beloved” community – such a community must be both inclusive and engaged. Inclusion means the university must foster a sense of tolerance, mutual respect and diversity within the academy. As a public institution, we also need to be engaged with our local communities to advance research and service that addresses major societal issues, and collaborate with these communities in sustained partnerships that work to improve our collective futures.

Members: Not applicable—ad hoc subcommittee comprised of three steering committee members to examine other subcommittee plans and look for ways to ensure community engagement was incorporated throughout the core mission areas and established subcommittees.

Culture, Institutional Environment, Morale & Well-Being Subcommittee

Co-Chairs: Cecile Feldman and Chantal Brezeau

The scope of the subcommittee is to develop a vision of the ideal RBHS workplace that fosters a positive professional environment, efficient work processes, collaboration, team work, opportunity for professional growth and well-being and to identify actionable items that can lead to this vision.

Members

Chantal Brazeau, Co-Chair
New Jersey Medical School
Email

Cecile Feldman, Co-Chair
Rutgers School of Dental Medicine
Email

Darlene Adams
New Jersey Medical School

Catherine Chen
Robert Wood Johnson Medical School

Alice Chu
New Jersey Medical School

Tynisha Coleman
Rutgers Biomedical and Health Sciences

Benjamin Crabtree
Robert Wood Johnson Medical School

Frederick Darcy
Rutgers School of Dental Medicine

Dorna Edwards
Robert Wood Johnson Medical School

Janine Fredericks-Younger
Rutgers School of Dental Medicine

Nina Glass
New Jersey Medical School

Nancy Kirsch
School of Health Professions

Angelina Lowder
Robert Wood Johnson Medical School

Karen Melendez
Rutgers University Behavioral Health Care

Cindy Merlino
School of Health Professions

Mechele Morris
Rutgers University Behavioral Health Care

Joshua Raymond
Robert Wood Johnson Medical School

Dawn Reinhardt-Wood
School of Health Professions

Emily Sabato
Rutgers School of Dental Medicine

Amy Smith
Rutgers Biomedical and Health Sciences

Kimberly Trojak
New Jersey Medical School

Anita Van Wingerden
School of Health Professions

Larissa Varela
Rutgers Cancer Institute of New Jersey

Cindy York
Rutgers Office for Research

Diversity, Equity & Inclusion Subcommittee

Co-Chairs: Teri E. Lassiter and Herminio Perez

The focus of the DEI Subcommittee is to develop strategies that assist RBHS in fostering a climate that values the professional and humanistic contribution (or role) of all members of the institution. The subcommittee will consider pathways to promote recruitment, retention, and development to achieve that mission. The DEI Subcommittee will focus on four areas:

  1. Developing a vision and policies that are consistent with the mission and values of RBHS
  2. Assist RBHS in understand the current diversity and inclusion landscape.
  3. Ensure judicious processes to address equity in salary and other resources.
  4. Prioritize and exploring areas of diversity and inclusion to provide with goal setting and recommendations for action.

The ultimate goal is to nurture, empower and support our RBHS community to achieve excellence while promoting a climate of inclusion, respect, safety and belonging to those members with qualities and experiences different from our own.

Definitions/Language:

  • Belonging: “The feeling of security and support then there is a sense of acceptance, inclusion, and identity for a member of a certain group or place, and as the basic fundamental drive to form and maintain lasting, positive, and significant relationships with others.” 
  • Discrimination: the unfair or prejudicial treatment of people and groups based on characteristics such as race, gender, age or sexual orientation.
  • Diversity: Differences among social groups such as ethnic heritage, class, age, gender, sexuality, ability, religion, and nationality. These differences are reflected in historical experiences, language, cultural practices, and traditions that ought to be reaffirmed and respected.
  • Equality: Equality is when everyone is treated in the same way, without giving any effect to their need and requirements. In finer terms, it is a state of getting the same quantity or value or status. It is a situation where each and every individual is granted same rights and responsibilities, irrespective of their individual differences.
  • Equity: The system of justice and fairness, where there is an even-handed treatment of all the people. Under this system, the individual needs and requirements are considered and treated accordingly.
  • Inclusion: Involvement and empowerment of all members, when the inherent worth and dignity of all people are recognized. An inclusive culture promotes and sustains a sense of belonging; it values and practices respect for the talents, beliefs, backgrounds, and ways of living of its members.
  • Racism: an organized and dynamic system in which the dominant racial group, based on a hierarchical ideology, develops and sustains structures and behaviors that privilege the dominant group, while simultaneously disempowering and removing resources from racial groups deemed inferior.

Members

Teri Lassiter, Co-Chair
School of Public Health
Email

Herminio Perez, Co-Chair
Rutgers School of Dental Medicine
Email

Luis Alzate-Duque
New Jersey Medical School

Dolores Anthony
New Jersey Medical School

Veronica Jones
School of Nursing

Vincent Tsiagbe
Rutgers School of Dental Medicine

Pamela Valera
School of Public Health

Jennifer Zabala
School of Public Health

Education Planning Subcommittee

Co-Chairs: Joe Barone and Barbara Gladson

The Education Planning Subcommittee proposes the creation of novel cross school and community collaborations that will lead to an improved culture of health and professional practice. Interprofessional learner collaboration will be fostered by 1) adopting cross-cutting RBHS educational competencies and curricula for curation of knowledge for practice, application of probabilistic reasoning to inform clinical decision making, delivery of ethical appropriate value based care, and leadership and teamwork; education and change agency; 2)  creating opportunities to share foundational courses in anatomy, physiology, research methods and others; 3) enhancing  course offerings from within RBHS and around the University in such areas as law, health policy, climate change, childhood education, and public planning and other topics that influence the health of society; 4) identifying best practices for the variety of educational delivery modes; 5) developing creative programming that enhances community health and takes education to where health happens; 6) creating professional development activities for the educators supporting learners across the continuum.

To support this programming, the subcommittee will identify and recommend the  strategic investments in infrastructure that will be required: IT infrastructure for tracking, scheduling, comprehensive assessment tools such as digital badges, 360° evaluations, and learner portfolios; human resources for program management in developing synergies between programs and with communities and scheduling; and a financial model to foster this interschool and interprofessional collaboration.

Members

Joe Barone, Co-Chair
Ernest Mario School of Pharmacy
Email

Barbara Gladson, Co-Chair
School of Health Professions
Email

Ellen Anderson
School of Health Professions

Virgil Muresan
New Jersey Medical School

Marie Nardone
School of Health Professions

Maria Pellerano
Robert Wood Johnson Medical School

Michael Pratt
Environmental and Occupational Health Sciences Institute

Sandra Rogers
School of Health Professions

Greg Rokosz
RWJBarnabas Health

Harsh Sule
New Jersey Medical School

Carol Terregino
Robert Wood Johnson Medical School

Ioanna Tsolaki
Rutgers School of Dental Medicine

Arthea Watson
School of Nursing

Laura Willett
Robert Wood Johnson Medical School

Ashley Wong
Ernest Mario School of Pharmacy

Brand and Reputation Subcommittee

Co-Chairs: Zach Hosseini and Jennifer Hollingshead

Brand and Reputation Subcommittee will chart a new course for RBHS as we declare who the institution is (brand) and how broad audiences feel about us (reputation). To do this work, the sub-committee has created five working groups.

  • Branding: will hone and define the essence of New Jersey’s premier academic health center
  • Organization: will recommend the appropriate structure and partnerships within RBHS to best leverage the marketing and communication talent at our disposal
  • Where do we play and how do we win?: will define key audiences for engagement and strategies for improving the reputation of our educational, research, and clinical enterprises
  • Rutgers Health and RWJBarnabas Health: will work to define a strategic path forward for marketing of our partnership with the health system
  • Internal Pride: will develop a playbook for bringing together our RBHS community to see itself as one of the best academic health centers in the country.

Members

Jennifer Hollingshead, Co-Chair
Rutgers Biomedical and Health Sciences
Email

Zach Hosseini, Co-Chair
Rutgers Biomedical and Health Sciences
Email

Walter Douglas
New Jersey Medical School

Silvio Giraldo
School of Graduate Studies

William Green
Rutgers Biomedical and Health Sciences

Patricia Hansen
Robert Wood Johnson Medical School

Cynthia Jetter
Rutgers School of Dental Medicine

Nadina Jose
School of Health Professions

Vanessa Vera
School of Nursing

Jason Yin
Ernest Mario School of Pharmacy

Administration, Infrastructure & Technology Subcommittee

Co-Chairs: Kyle Warren and Frank Ghinassi

The Administration, Infrastructure, and Technology sub-committee will focus on optimization opportunities addressing such topics as physical space, technology, organizational structures, administrative functions, communication, fiscal matters, and topics related to faculty and staff in a proactive manner. This will be achieved through surveys, a town hall session, and through personal solicitation of feedback.  Foundational to the discussions will be the idea of One RBHS and One Rutgers University, administrative systems and processes that serve end users as well as University leadership, and a vision of evolution for Rutgers Biomedical and Health Sciences in the coming years.

Members

Frank Ghinassi, Co-Chair
Rutgers University Behavioral Health Care
Email

Kyle Warren, Co-Chair
School of Nursing
Email

Lisa McConlogue
Rutgers University Behavioral Health Care

Thomas Regan
Institute for Health

David Roe
New Jersey Medical School

Dave Schulz
Rutgers University Institutional Planning and Operations

Vaishali Singhal
School of Health Professions

Johanna Stephenson
School of Nursing

Research Subcommittee

Co-Chairs: Rey Panettieri and Marty Blaser

Title: Research IDEA (Inclusion, Diversity, Engagement, Aspiration)

Key questions:

  • Where do we want to be 5-10 years from here?
  • How do we get there? What are rate-limiting steps?

Current status vs. aspirational (critical recruit or program)

  • What is the relationship between ‘top-down’ and ‘bottoms-up’ research?
  • What are central tools to facilitate research development”
  • Cores
  • Pilot programs
  • Training/education
  • Improved engagement of students/trainees

Important topics (Population (A), Biology (B), Tools (C)):

  • Population Health (A)
  • Strategies to maximize health in NJ's diverse pops
  • Life cycle science
  • Early life exposures and health outcomes
  • Single cell studies (C)
  • Cancer and degenerative disease biology (B)
  • Immunopathogenesis (B)
  • Informatics (C)
  • Microbiome (C)

Members

Martin Blaser, Co-Chair
Center for Advanced Biotechnology and Medicine/Robert Wood Johnson Medical School
Email

Reynold Panettieri, Co-Chair
Rutgers Biomedical and Health Sciences/Rutgers Robert Wood Johnson Medical School
Email

 

Bioinformatics/Microbiome Subgroup

Emily Barrett
Environmental and Occupational Health Sciences Institute/Rutgers School of Public Health

Martin Blaser
Center for Advanced Biotechnology and Medicine/Robert Wood Johnson Medical School

Luigi Brunetti
Ernest Mario School of Pharmacy

Modupe Coker
Rutgers School of Dental Medicine

Gloria Dominguez-Bello
School of Graduate Studies

Mark Einstein
Rutgers New Jersey Medical School

Ronaldo Ferraris
Rutgers New Jersey Medical School

Sunanda Gaur
Robert Wood Johnson Medical School

Anat Kreimer
Center for Advanced Biotechnology and Medicine

Vivian Li
School of Public Health

Aaron Milstein
Center for Advanced Biotechnology and Medicine

Alison Obr
Rutgers New Jersey Medical School

Frank Sonnenberg
Robert Wood Johnson Medical School

Melissa Weidner
Robert Wood Johnson Medical School

David Zald
Robert Wood Johnson Medical School

Liping Zhao
School of Graduate Studies

 

Biological Basis of Disease Subgroup

Hyung Jin Ahn
Rutgers New Jersey Medical School

Lauren Aleksunes
Ernest Mario School of Pharmacy

Steven An
Robert Wood Johnson University Hospital

Namita Damle
School of Graduate Studies

Andrew Evens
Robert Wood Johnson Medical School

Laura Fabris
School of Engineering

Michael Gatza
Robert Wood Johnson Medical School

Salma Jabbour
Rutgers Cancer Institute of New Jersey

Reynold Panettieri
Rutgers Biomedical and Health Sciences/Rutgers Robert Wood Johnson Medical School

Karen Schindler
School of Arts and Sciences

Marc Tambini
Rutgers New Jersey Medical School

 

Population Health Subgroup

Emily Barrett
Environmental and Occupational Health Sciences Institute/Rutgers School of Public Health

Ollie Ganz
School of Public Health

Judith Graber
Environmental and Occupational Health Sciences Institute/Rutgers School of Public Health

Carolyn Heckman
Rutgers Cancer Institute of New Jersey

Dan Horton
Institute for Health

Lawrence Kleinman
Robert Wood Johnson Medical School

Robert Laumbach
Environmental and Occupational Health Sciences Institute/Rutgers School of Public Health

Corina Lelutiu-Weinberger
School of Nursing

Dawn Micale
Rutgers Cancer Institute of New Jersey

Mary O’Dowd
Rutgers Biomedical and Health Sciences

Biju Parekkadan
School of Engineering

Shristi Rawal
School of Health Professions

Soko Setoguchi
Institute for Health

Michael Steinberg
Robert Wood Johnson Medical School

Steven Toth
Rutgers School of Dental Medicine


Cross-Cutting Areas

  • Partnerships
  • Recruitment and Retention
  • Student and Trainee Experience
  • Finances and Fundraising
  • Knowledge and Information Management