School of Medicine Strategic Plan (2012-2016)

School of Medicine

School of Medicine Strategic Plan 2012 - 2016 : Page 1
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Health Sciences

Faculty of Health Sciences Strategic Framework : Page 1
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Message from the Dean

Dean Richard Reznick

Richard K. Reznick, MD, MEd, FRCSC,
FACS, FRCSEd (hon), FRCSI (hon)
Dean, Faculty of Health Sciences
Director, School of Medicine
Queen’s University
CEO, Southeastern Ontario Academic
Medical Organization (SEAMO)

The School of Medicine at Queen’s University is a remarkable institution, with excellence spanning its mandates of education, healthcare, and research. Our success is the culmination of the initiative and action of our students, faculty, and staff, and of the collaboration across schools, faculties, and our partnering institutions that are the hallmark of our academic health sciences centre.

One of our distinguishing strengths is that we are part of our Faculty of Health Sciences along with the School of Nursing and School of Rehabilitation Therapy. The collaborative culture fostered by this structure is a key contributor to the individual successes of the three Schools, to the collective success of the Faculty of Health Sciences, and to the promotion of the spirit of interprofessionalism in what we do. As such, the three Schools have purposely decided to share a vision and set of values, while each school actively pursues its individual mission.

At Queen’s, we aren’t satisfied to rest on our achievements. While we celebrate the successes of our past and present, we recognize that it is necessary to envision and prepare for the future. We have done that in this strategic planning process.

We address three major challenges. The first is a matter of focus. We have strength in many areas at Queen’s, but to maintain excellence as we move forward in a changing landscape, we will need to make some difficult choices regarding future investments and decide where we are going to prioritize our resources. The second, is a matter of differentiation. We aspire to be a medical school that does things differently; to be bold, but pragmatic in our research initiatives and to forge new ground in models of training. The third, is a matter of preparation. I think it is clear to most of us involved in health care, particularly in this province, that the next few years will see significant changes. No matter through which lens one examines our health care challenges—quality of care, management of chronic disease, spiralling costs, or access to services—the one thing of which we can be certain, is that we are in for some significant changes in the “way we do business.” We need to be prepared for this.