Update on Task Forces


Dozens of faculty and staff participated in Task Forces that were created to identify how P&S can both reinforce its many strengths and also improve programs and processes to support the 2020 Vision strategic plan’s goal of making CUMC “a destination campus and a great place to work, study, visit, and get medical care.” I am pleased to update everyone on the recommendations made by the Task Forces.

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Letter to P&S Faculty


P&S Letterhead letter

Dear P&S Faculty,
It has now been about three years since we published 2020 Vision, our strategic plan for Columbia University’s College of Physicians & Surgeons. In that document, we reinforced our vision of being indisputably in the top five schools of medicine and arguably the best by focusing on…

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2013 State of the School

JUNE 2013

click here to view 2013 State of the School presentation

Dean Goldman delivered the 2013 State of the School on June 19. Click on the image to watch the presentation.





“2020 VISION” Now Available Online


“2020 Vision,” the strategic plan for Columbia University College of Physicians and Surgeons, is now available to view online. You also may download the PDF for easy printing.




Sending Forth the Implementation Committees


On Monday, November 12, Lee Goldman, Dean of the Faculties of Health Sciences and Medicine, and Executive Vice President for Health and Biomedical Sciences, and Stephen J. Corwin, Chief Executive Officer of NewYork-Presbyterian Hospital, welcomed dozens of P&S faculty and staff to a kickoff breakfast for the new committees which have been formed to expedite implementation of “2020 Vision,” the P&S strategic plan.

“‘2020 Vision’ cannot be implemented without input from everyone in this room,” Dean Goldman said. “Our nine-month planning process has resulted in a framework from which to develop our strategies even further. We are asking you to help us bring the plan to life with creative ideas for implementation.”

Dr. Corwin, remarking on the strong collaboration between CUMC and NewYork-Presbyterian Hospital, said “The relationship between the Hospital and Columbia has never been stronger. It behooves us to work as a team to implement this strategic plan, for the benefit of our future students, staff, and our patients.”

Completing the Plan and Implementation


The full Steering Committee met with Dean Goldman on June 5, 2012 to review the outcome of the P&S strategic planning process.

Formally titled “Our 2020 Vision,” the final strategic plan is a comprehensive set of strategies that support the P&S community’s collective vision of the future: “To be indisputably in the top five schools of medicine, and arguably the best.”

Later in June, Dean Goldman presented “Our 2020 Vision” to the Trustees of Columbia University, who voiced enthusiastic support and approved the plan.

Implementation of the strategic plan has already begun with the creation of several clinical and research-focused action teams, each comprising members of the faculty and senior administrative staff. More news on these action teams will be forthcoming.


Dean’s Presentation of Strategic Planning Report

MAY 2012

The following is a clip from the Dean’s 2012 State of the School presenation, focusing solely on the outcome of the strategic planning process.


View the full State of the School presentation by clicking here.

Steering Committee Hears From the Task Forces

APRIL 2012

The strategic planning steering committee met again on April 4 to hear detailed reports from each of the tasks forces, after which there was discussion about establishing priorities for further development and implementation. Task force reports, as well as their respective vision statements, are as follows:

Vision: Become the destination location for clinical care by partnering with NYPH.

Key aims and goals include:
• Recruit and retain top clinicians whose eminence drives patient referrals;
• Expand the clinical service area;
• Provide unparalleled patient-centered care, informed by the most innovative research;
• Create the strongest possible partnership to the benefit of both NYPH and P&S.

A key strategy in achieving these goals includes strengthening the clinical practice (ColumbiaDoctors), which will improve patient access and the overall delivery of health care.

Vision: Be a pioneer and innovator in research.

Key aims and goals include:
• Increase the P&S grant portfolio into the range needed for a Top 5 medical school;
• Apply research advances to improve health and prevent disease;
• Establish and grow synergistic programs across the strengths of P&S and CU.

The task force reinforced an earlier recommendation that campus infrastructure be renovated or newly built to accommodate expanded research initiatives. This is one of the key elements for a successful research enterprise.

Vision: Be the leading research-based educational center.

Key aims and goals include:
• Produce future leaders in medicine and science;
• Provide facilities, programs and infrastructure commensurate with the stature of the institution.

The Education task force recommended that tactics for strengthening the education program include monitoring the continuing implementation of the new medical school curriculum, as well as developing simulation training to enhance technical problem-solving and team-building skills. There are also recommendations for a growing emphasis on offering dual-degree programs to medical students.

Vision: Make CUMC a destination campus and a great place to work, live, study, and obtain care.

Key aims and goals include:
• Provide facilities, programs and infrastructure commensurate with the stature of the institution;
• Develop a thriving campus community;
• Sustain and enhance collaboration with other P&S affiliates;
• Become one of the nation’s “best places to work.”

The Campus Life task force detailed the need for a CUMC culture that supports collaboration, professionalism, teamwork, and respect for all faculty, staff, students and trainees. At the same time, affordable housing and support services should be analyzed to ensure that they are meeting the needs of those teaching, learning, and working at P&S.

The steering committee will next meet in May to discuss priorities for implementation.

Update at the Halfway Point

MARCH 2012

Now in its fourth month of development, the P&S Strategic Plan is well on its way to achieving completion by June 2012. The steering committee and task forces have been taking a close look at P&S, noting how we can build upon our strengths and address areas of opportunity.

To gain a better understanding of our shared vision for the future, our strategic planning partner, AMC Strategies, conducted more than 60 interviews with P&S faculty, staff and students. Each was asked to share their vision of P&S — today, and ten years into the future.

It is noteworthy that more than 60 percent of interviewees articulated a common goal: “To be indisputably in the top five schools of medicine and arguably the best.” AMC Strategies pointed out that it is rare to see an institution so unified on leadership vision.
 The many strengths noted by those interviewed include our excellent faculty and students, our world-renowned research, clinical strengths, reputation of the Medical School and Columbia University, as well as NewYork-Presbyterian Hospital, as a premier and top-ranked hospital. Interviewees also believe that strong leadership and a commitment to improvement are other strengths.

At the top of everyone’s “to do” list, however, is addressing our aging physical plant and infrastructure. Most interviewees felt that attention to our facilities is critical, either through renovation or by construction of new buildings. Overall campus revitalization was noted as a top goal for the next decade.

At the March 13 steering committee meeting, task forces and subcommittees presented their findings, summarized as follows:

The Research Task Force discussed several scientific areas to strengthen and foster increased extramural and philanthropic funding at P&S. Potential targeted research programs, coordinated with disease focal points already identified by the Clinical Care Task Force, are under discussion.

The Clinical Task Force identified specific strategies for growth, such as strengthening the faculty practice organization and expanding ambulatory capacity and geographic reach. Patient access and service is a top priority. Future topics include the impact of health care reform on the delivery of patient care.

The Education Task Force noted several opportunities for enhancing the reputation of P&S as one of the top medical schools in the country, including the ongoing review of the new curriculum to ensure quality and consistency. The task force is looking forward to construction of the new Medical and Graduate Education building, which will house classrooms, a state-of-the-art simulation center, auditoriums and space for informal student gatherings. The development of dual degree programs for the medical students is also under discussion. To enhance the reputation of faculty, the task force noted its support of a teaching academy designed to recognize excellent teachers and provide resources for all faculty who teach our medical and graduate students. The academy will recognize education-related scholarship and support pathways for faculty advancement.

The Translational Research Subcommittee identified a need for increasing translational research and developing mechanisms to integrate scientific initiatives from basic science, to clinical science, to population science. Promotion of collaborative research and development of high-functioning and annually reviewed state-of–the art core facilities are priorities of this group.

Preliminary strategies that the Campus Life Task Force have defined include: increasing the amount and quality of academic research space, improving student housing and recreational space on campus, while finding new ways to enhance and appreciate CUMC’s multi-cultural community. It is the task force’s consensus that partnering with local government and community leaders to enhance our Washington Heights neighborhood will help foster a “best place to work and learn” environment.


The student experience is a vital component for quality medical education. The Student Life Subcommittee has recommended ways to revitalize and maximize the use of CUMC’s educational, recreational and study spaces. It has also recognized the need for affordable student housing, a problem not easily solved in New York City. In addition, adding healthier food options and renovating existing student housing were noted as concerns, which were then passed on to the Campus Life Task Force. 



A great deal of work has already been done, but much more is ahead. Committee retreats and the Steering Committee meetings will continue until the plan is completed in early June, after which Dean Goldman will present the findings to the Columbia University Board of Trustees, and subsequently in his June 21 State of the School address. Planning and implementation of the identified priorities will begin shortly thereafter.

Steering Committee Meeting


The full Strategic Plan Steering Committee met on Monday, January 9 to kick off Phase II of the strategic planning process, and to hear from the four Task Forces. The committee was also introduced to Diana Carmichael of AMC Strategies, the strategic planning firm that P&S has partnered with for this project. A February retreat is planned for the steering committee to meet and hear reports from the task forces and subcommittees.

View the Powerpoint slides presented at the January 9th meeting of the Steering Committee. They contain vital information about the launch of Phase II of the P&S strategic plan.