MUSC will publish detailed and specific missions/vision, values, and objectives statements by 2003 that can be used to direct future planning and investment. First Objective:
Develop a set of MUSC visions, values, and objectives that will complement the current mission statement and can be used to align the missions of individual administrative units and colleges. | First Related Strategy - Retain outside experts in strategic planning who can help devise a plan to develop a revised vision, values, and objectives statement for MUSC. | Second Related Strategy - Charge the outside consultants with developing an updated vision, values, and objectives statement utilizing broad input from faculty and staff throughout the entire MUSC educational and clinical enterprise. | Third Related Strategy - Develop a consensus statement of MUSC’s vision, values, and objectives that serve our mission and can serve as a guide for future decision making within the institution. | Fourth Related Strategy Reconvene current strategic planning committees to examine how the recommendations from the current strategic planning process can be aligned with our values and objectives. |
Considerations:
As the Workgroup met with individuals throughout MUSC, we found that each college and functional unit had well-articulated and germane missions that related to their function. However, there appeared to be no unifying themes or areas of convergence where functional units of the organization related to the University or to one another. Underlying this divergence was a sense that there appeared to be little adherence or accountability to any central mission that defined the Medical University. The dedication of each unit to its own mission will be an obstacle in establishing any unifying mission for the University. The freedom that each unit has to focus on its own needs provides relatively complete autonomy that colleges and units will have to compromise in deference to an over-aching University mission. However, the Work Group believes that the advantages of centralized strategic planning and coordinated operations focused on shared goals outweigh the current system to make the investments in energy and resources that will be necessary to accomplish this goal. Second Objective:
Develop and implementat a strategy based budgeting process. | First Related Strategy - Review the allocation of funds within the university. This review should look at the funds flow within the organization by source and unit. | Second Related Strategy - Based on report from above, identify process to move current incremental budgeting system to an appropriate strategy-based process that links funding to outcomes. |
Considerations:
The long-standing University process of basing budgetary allowances on historical levels of funding has impeded investment in new initiatives and discouraged close examination of current programs that are not wise investments. Since historical budgeting processes commit most existing funding on current operations, all growth and progress is based “on the margin.” In a time of shrinking state revenues, the inability to develop and fund new programs will compromise the ability of the University to meet the new challenges in science, education, and health care delivery. The Work Group believes that a change in budgetary procedures ultimately allow the University to take advantage of new opportunities and identify programs that are no longer meeting our mission. However, the process to arrive at this goal will be slow and contentious. Many other institutions that have adopted this budgetary approach have done so over an extended time period that allows for close examination of current expenditures and the value of those investments. Furthermore, programs that are not central to the University’s mission are likely to create obstacles to implementation of a budgetary process that could threaten their funding level or very existence. Overall, this goal will be achieved only if there is a clear and shared mission and vision for the University upon which the budget decisions can be made. Consequently, to achieve this goal, the successful completion of Goal G-1 is essential. Second, a clear commitment will have to be made by the University administration to take the shared mission and visions and align these with the budgetary process described in Goal G-2.
Second Goal- Resources & Enviroment Work Group
Third Goal- Resources & Enviroment Work Group
Fourth Goal- Resources & Enviroment Work Group
Fifth Goal- Resources & Enviroment Work Group
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