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Strategic Planning in Health Professions Education: Scholarship or Management?
Niall Byrne1, Donald C Cole, Nicole Woods
1N. Byrne is professor emeritus, Faculty of Medicine, University of Toronto, Toronto, Ontario, Canada. D.C. Cole is professor, Dalla Lana School of Public Health, University of Toronto, and general member, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. N. Woods is associate professor, Department of Family and Community Medicine, Faculty of Medicine, University of Toronto, and scientist and associate director, Operations, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. K. Kulasegaram is assistant professor, Department of Family and Community Medicine, scientist, MD program, Faculty of Medicine, University of Toronto, and scientist, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. M.A. Martimianakis is scientist and associate director, International and Partnerships, The Wilson Centre, University Health Network, and associate professor and director of medical education scholarship, Department of Paediatrics, University of Toronto at SickKids Hospital, Toronto, Ontario, Canada. L. Richardson is assistant professor, Department of Medicine, and education researcher, The Wilson Centre, University Health Network, Toronto, Ontario, Canada. C.R. Whitehead is director and scientist, The Wilson Centre, BMO Financial Group Chair in Health Professions Research, University Health Network, vice president of education, Women's College Hospital, and professor, Department of Family and Community Medicine, University of Toronto, Toronto, Ontario, Canada.
Academic medicine strategic planning can benefit from a scholarly model grounded in theory and research, moving beyond conventional management approaches for enhanced evaluation and organizational development.
Area of Science:
- Health Professions Education Research
- Academic Medicine Administration
Background:
- Strategic planning is a common evaluation practice in academic medicine.
- Published reports often lack theoretical grounding, relying on conventional management models.
- Academic health centers require robust planning frameworks for effective operation.
Purpose of the Study:
- To introduce a scholarly model for strategic planning in academic medicine.
- To differentiate this model from conventional management and typical approaches.
- To explore the theoretical underpinnings and value of strategic planning in academic settings.
Main Methods:
- Development of an emergent scholarly model at the Wilson Centre in 2017.
- Examination of relevant literature on strategic planning and theoretical frameworks.
- Comparative analysis of the scholarly model against management and conventional approaches.
Main Results:
- An emergent scholarly model for strategic planning was developed, emphasizing theory and research.
- Key differences were identified between the scholarly model and management-focused planning.
- The study highlights the unique contributions of a theoretical framework to strategic planning.
Conclusions:
- A scholarly model offers a valuable alternative to conventional strategic planning in academic medicine.
- Integrating theory and research enhances the evaluation and effectiveness of strategic planning.
- Lessons learned can guide other academic organizations in adopting similar frameworks.
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