OHSU Vision 2020

OHSU’S STRATEGIC PLAN: OUR ROADMAP TO A SUSTAINABLE FUTURE

OHSU began developing a strategic plan—a document that articulates what we are as an institution, what we want to become, and how we plan on getting there—in fall 2006. We spent a year gathering input from all areas of OHSU and from stakeholders throughout Oregon.  “OHSU Vision 2020” now maps our course toward greater efficiency, collaboration and overall excellence in fulfilling our mission of healing, teaching, discovery and community service.

Vision 2020 was adopted by the OHSU Board of Directors in November 2007. It builds on recent achievements and identifies new priorities. It guides our decision-making when faced with serious challenges, such as the loss of the cap on tort liability in December 2007, and focuses our efforts to help meet Oregon’s healthcare workforce needs and improve the health and well-being of all Oregonians. Vision 2020 reflects and reinforces our commitment to transparency, service excellence, diversity and quality.

Some of the strategic plan’s action steps have already been implemented, and many are in progress. A few of the plan’s strategies have been put on hold until necessary resources are available. Following you will find details about Vision 2020 and some of the positive changes the plan has helped people make at OHSU. 

ABOUT OHSU VISION 2020

Our vision statement: OHSU will partner to make Oregon a national leader in health and science innovation for the purpose of improving the health and well-being of all Oregonians.

OUR SIX STRATEGIC FIVE-YEAR GOALS

• Be a great organization, diverse in people and ideas.
• Develop and retain a faculty that will collaborate to drive excellence and innovation across OHSU.
• Join others in developing policy and care delivery solutions that improve access to high-quality health care for all, especially Oregonians.
• Help meet Oregon’s workforce needs in the health and science professions through innovative strategies such as regionalization, academic partnerships, distance learning and interdisciplinary approaches.
• Align OHSU enterprises to support sustainable innovation.
• Build financial wherewithal for the long-term advancement of all our missions.
  

BETTER HEALTH, RESEARCH AND TEACHING THROUGH COLLABORATION

Vision 2020 is dynamic—it changes and develops to meet the demands of our ever-changing environment. OHSU’s strategic planning process, however, is unchanging in a commitment to increasing sustainability, collaboration and integration, and innovation at the interface of disciplines. This promotes a robust environment of efficiency, effectiveness and discovery.

Following are some examples of Vision 2020 in action. 

OHSU Tobacco-free Initiative. As of September 17, 2007 OHSU is tobacco-free, a significant step toward improving the health and well-being of our employees, students, patients and visitors.

Stem-cell Breakthrough. OHSU scientists, led by Shoukhrat Mitalipov at the Oregon National Primate Research Center, were the first to successfully reprogram primate skin cells to become embryonic stem cells. This OHSU research ranked first in Time’s “Top 10 Scientific Discoveries of 2007.” The stem-cell breakthrough is “OHSU partnering to make Oregon a national leader in health and science innovation.” 

Human Genetics Initiative. OHSU’s Human Genetics Initiative integrates our missions, departments and units. HGI offers a cross-disciplinary academic model, joining OHSU Vision 2020, the School of Medicine's strategic plan and the Roadmap of the National Institutes of Health. 

OHSU Cancer Institute (OCI). Brian Druker, M.D., OCI director, has a vision for the OCI that includes expanding cancer research and consolidating services, resulting in better cancer care at OHSU and throughout the state. It provides a new model for sustainability, growth, service excellence and national renown. 

School of Science & Engineering integration. In summer 2008 the OHSU School of Science & Engineering was integrated as a sustainable department within the School of Medicine. This integration preserved excellence in science and engineering research and education, and reduced costs.

STRATEGIC PLANNING BASICS

Following are some terms and tools related to strategic planning and part of Vision 2020.

SWOT Analysis: An abbreviation for Strengths, Weaknesses, Opportunities, and Threats. A SWOT analysis is a common strategic tool that helps OHSU define its current and future strategic positioning relative to the environment. Once major SWOT issues are identified, OHSU can identify ways to leverage its strengths, address its weaknesses, capitalize on opportunities, and mitigate its threats.

Environmental Assessment: An analysis of current and future trends that will affect the overall market in which OHSU provides research, education, and clinical services. The environmental assessment encompasses issues relating to service demand, competition, revenue sources, staffing resources, and health care practice.

OHSU Mission: The reason or purpose for the organization’s existence—what it is established to do.

OHSU Vision: An ideal future state for the organization’s existence—what the organization is striving to be within its marketplace.

OHSU Goals: Each goal is something the organization desires to have happen, tied to a quantifiable measure of the degree to which it is met.

OHSU Strategy: Broad direction to achieve objectives.

OHSU Tactics: Specific activities to implement a strategy.

STRATEGIC PLANNING CYCLE

Click this image to view the cycle at full size.