Image

Mission

Pacific Northwest University of Health Sciences educates and trains health care professionals with osteopathic values and conducts research to provide quality care to communities of the Pacific Northwest, particularly rural and underserved populations.

Vision

By 2030, PNWU will be a comprehensive osteopathic health sciences university recognized as the country’s leader in community-based primary care education

Core Values

Ethics, Accountability, and Responsible Transparency
Excellence in Osteopathic Medical Education
Teamwork
Continuous Improvement
Innovation and Responsiveness
Health Care for All

Core Themes

Exceptional Education
Access to Health Care
Research and Scholarly Activity

Products/Services

The following are the products and services that are created by PNWU which, when provided to external customers, generate continued support for its work:

  • Quality community-based medical education focused on primary care
  • Health care professionals with a focus on osteopathic values and commitment to lifelong learning
  • Economic and intellectual growth in core site communities
  • Medical research
  • Community collaboration

2012 Strategic Planning Team Members

Dr. Lloyd Butler, Interim President

Dr. Robyn Phillips-Madson, COM Dean/Chief Academic Officer

Dr. Bob Sutton, PNWU Chief Academic Officer & COM Associate Dean of Academic Affairs

Dr. Mark Taylor, CAHS Dean

Keith Riffe, Chief Business Officer

Anne O’Brien, Chief Financial Officer

Gretchen Eickmeyer, Chief Advancement Officer

Karen Hyatt, Immediate Past Chair, PNWU Board of Trustees

Cody Down, Director of Technology Services

Stefanie Durand, Director of Human Resources

Angie Girard, Director of Accreditation and COM Administration

Vikki Gore, Executive Assistant to the President

Project Plans

Each strategic initiative has been assigned a letter, and each improvement project has been assigned a number.

The following are the strategic initiatives of Pacific Northwest University of Health Sciences to be undertaken in 2012:

  1. Osteopathic Physician Growth to Class Size of 135
  2. University and Campus Development
  3. Curriculum Transformation
  4. Research and Scholarly Activity

The following are the improvement projects of Pacific Northwest University of Health Sciences to be undertaken in 2012:

  1. Culture, Faculty, and Staff Needs
  2. Internal Communication

 Strategic Initiative A: Osteopathic Physician Growth to Class Size of 135

Description: This initiative will meet our mission by increasing the number of health care providers in rural and medically underserved communities. It completes a sustainable educational cycle for physician education.

2-Year Goal:

  • Class size of 135 achieved

1-Year Target:

  • Rotation sites for 135 established (June 15, 2012)
  • 50 new first-year residency slots (new and dually accredited)

Metric:

Measure name: Student rotation slots, first-year residency slots each year

Outcomes:

  1. Physician advocate at each location identified
  2. Faculty development plan established and implementation started at each site
  3. Partnership tracking system in place (internal wiki)
  4. Residencies established (50 total slots)
  5. Additional sites identified
  6. Affiliation agreements in place or new sites identified to support growth
  7. OPTI plan in place
  8. Request for class size increase submitted
  9. Phase II funding identified
  10. Additional faculty hired and arriving according to staffing plan
  11. Economic impact study completed for each core community

 Strategic Initiative B: University and Campus Development

Description: This project is foundational to accomplishing the vision and serves as an economic driver for community capacity development.

3-Year Goal:

  • Adequate facilities to house our enrollment and additional programs

1-Year Target:

  • Comprehensive master development plan completed (facilities, NWCCU Accreditation, programs)
  • Phase 2 development continued

Outcomes:

  1. Business plan in place
  2. Successful NWCCU site visit
  3. Intergenerational village plan outlined
  4. Faculty clinic concept feasibility completed
  5. New leadership structure implementation outlined
  6. Alumni and Friends Association established
  7. PNWU foundation established
  8. Master development plan in place
  9. Regional sites assessed with partnerships established for community health improvement and engagement  

 Strategic Initiative C: Curriculum Transformation

Description:  This initiative will create a 21st Century, learner-centered, osteopathic competency-based curriculum.

3-Year Goal:

  • Transformative curriculum implemented

1-Year Target:

  • Current curriculum inventoried
  • COM committee infrastructure in place to support curriculum transformation

Outcomes:

  1. Curriculum development specialist assistance scheduled for initiative
  2. Curriculum transformation plan approved by COCA (2013)

 Strategic Initiative D:  Research and Scholarly Activity

Description: This project will contribute to the general medical and health care knowledge and promote scholarly activity among faculty, students, and medical residents while supporting the university mission.

3-Year Goal:

  • A research program that supports both internal and external research activities established

1-Year Target:

  • Comprehensive research plan developed that includes faculty, students, residents and  targeted communities

Metric:

Measure name: Research

Data plotted: Number and scope of research projects engaged in by students and faculty

Outcomes:

  1. Increased research activities
  2. Research education for faculty and students delivered
  3. Board education for PNWU research and scholarly activity delivered
  4. Research space operational
  5. Research expertise availability identified
  6. Research plan developed and approved
  7. Funding sources identified

 Improvement Project 1: Culture, Staff, and Faculty Needs

Description: This project will define the PNWU culture and meet the needs of faculty and staff to support agreeable and appropriate growth toward mission fulfillment.

3-Year Goal:

  • Satisfied faculty and staff with sufficient resources to do their job with excellence

1-Year Target:

  • PNWU culture is defined
  • Robust development of staff and faculty assessments and staffing plans

Metric:

Measure name: Facilities and Environment Survey

Data plotted: Survey data

Outcomes:

  1. Culture is defined and integrated into tools
  2. Coaching program funded
  3. Board orientation completed
  4. Faculty development plan enhanced and implemented
  5. Staff development plan enhanced and implemented  
  6. Succession plan developed
  7. Employee satisfaction and engagement assessment plan enhanced and implemented
  8. Staffing plan developed and implemented
  9. Culture immersion program developed

 Improvement Project 2: Internal Communication

Description: This project will develop and foster better communication.

1-Year Target:

  • Clear and comprehensive communication strategy defined and implemented

Outcomes:

  1. Communications resource hired
  2. Internal communications plan in place
  3. Internal communication tools developed