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Meharry 2026 Goals

1. Establish a Performance Culture Based on Excellence and Accountability

 

  1. Maintain a culture of continuous improvement based on the regularly scheduled collection, analysis, interpretation and utilization of data.
    1. Sustain a continuous planning process and assessment system to guide decision-making and strategic planning. 
    2. Establish performance metrics for all positions. 
    3. Implement data-driven processes for launching and ending programs and initiatives. 
  2. Minimize redundancy and waste while streamlining business processes and operations.
    1. Define the critical mass of human, technological, physical and financial resources needed to sustain excellence for all of Meharry’s programs. 
    2. Complement college operations with a network of crosscutting planning, functional and program teams. 
    3. Redesign policies and procedures to enable effective recruitment, training, evaluation, reward, professional development and retention of faculty and staff. 
    4. Evaluate current systems, policies and processes to identify opportunities to best optimize resources by eliminating redundancies and by increasing automation and system functionality. 
    5. Refine institutional decision systems, policies and processes to be more transparent, equitable and consistent. 
    6. Optimize the use of administrative, learning and clinical technologies to improve performance, productivity, cost-effectiveness and transparency. 
    7. Develop a system to evaluate alternate project delivery methods for high quality and efficient capital project management. 
  3. Maintain a performance-based culture that promotes excellence by supporting collaboration and rewarding productivity.
    1. Redesign and implement personal and team incentives to promote excellence and reward performance. 
    2. Develop strategies that support persons and teams for the purpose of maximizing productivity. 
    3. Increase interdepartmental collaboration. 
    4. Increase the institutional knowledge of individuals. 
    5. Develop a strategic reward system to increase individual productivity and entrepreneurship. 

2. Increase the Production of Diverse Health Care Professionals and Researchers

  1. Attract, support and retain high performing and motivated students. 
    1. Increase enrollment across the College. 
    2. Increase scholarship resources as a competitive enrollment strategy and to reduce the role of tuition/student debt in the institutional economy. 
  2. Provide the human capital, programming, facilities and technological infrastructure necessary to advance the College.
    1. Increase the size of the faculty to allow for growth in program offerings, enrollment, funded research and clinical service delivery. 
    2. Invest in physical and technological infrastructures to enable growth and expand reach, including new campuses and Meharry satellites in regional, national or international settings. 
    3. Increase clinical training capacity required for enrollment growth in all programs through a combination of alternative clinical experiences and additional strategic partner resources. 
  3. Develop and deliver distinctive, high-quality academic programs.
    1. Expand degree and certificate offerings in new and existing MMC schools. 
    2. Expand certificate offerings to include institutional, corporate and government partners. 
    3. Update and restructure curricula to prepare learners to deliver health care in the digital age. 
    4. Create diverse learning opportunities through accelerated programs, differentiated learning tracks, inter-professional experiences and competency-based learning. 

3. Develop Distinctive and Pioneering Approaches to Teaching, Health Care, Research, Public Health and Health Policy to Achieve Health Equity

  1. Provide a holistic learning experience to students and working professionals based on the utilization of best educational practices and leveraging the power of technology.
    1. Offer redesigned continuing education to deliver skill-building competence in person and remotely. 
    2. Employ technology to make educational content portable. 
    3. Introduce socio-cultural exposure and clinical experiences early in the curricula. 
    4. Implement technology-leveraged teaching and learning. 
    5. Design and offer inter-professional education for students and working health professionals. 
    6. Establish living/learning communities. 
  2. Provide affordable, quality and patient-centered heath care to a diverse population of constituents.
    1. Develop an integrated oral and medical health delivery model, applying data analytics at the provider-patient interface. 
    2. Offer a range of services and implement plans to engage the community in the destigmatization of mental health care. 
    3. Invest in a scalable clinical technology infrastructure to deliver care both in person and remotely. 
    4. Promote and expand a Patient-Centered Medical Home model of health care delivery. 
    5. Deploy a comprehensive, technologically adept inter-professional clinical practice group. 
  3. Develop and sustain a physical and technological infrastructure for research that is conducive to increased opportunities for interdisciplinary research and scholarly productivity.
    1. Sustain a diverse portfolio that includes disease-based research; population research and research on clinical and educational deployment, delivery and effectiveness. 
    2. Organize the research enterprise around transdisciplinary centers with all research faculty affiliated with one or more centers. 
    3. Align biomedical, population, clinical and community health research. 
    4. Build scalable, competitive, cutting-edge scientific, analytic and administrative research infrastructures. 
    5. Expand a competitive, high-standards intramural grant mechanism to diversify the pool of investigators, facilitate collaboration and encourage new avenues of exploration. 
    6. Create a premier clinical research program to expand the enrollment of diverse populations. 
    7. Enhance professional intellectual property support and policies for research, clinical and education discoveries, courseware, software and instructional methodologies. 
  4. Expand the reach of the Division of Public Health both internally and externally.
    1. Integrate public health into all schools. 
    2. Engage the broader community on matters of public health. 
    3. Conduct research in the public interest. 
    4. Create a global health institute to expand public health internationally. 
  5. Become a national leader in Health Policy by increasing the diversity of health policy leaders in the social, behavioral and health sciences; and by expanding and promoting the work of the Center for Health Policy.
    1. Expand the reach of the Center for Health Policy. 
    2. Develop and implement a Health Administration degree program. 
    3. Market membership for institutional advisory board members. 
    4. Promote the work of the Center for Health Policy. 
    5. Formalize the independence of the Center for Health Policy. 

4. Strategically Expand Reach

  1. Expand and diversify community engagement programs in the areas of research, education and clinical care.
    1. Strategically build a new community service and engagement program as an integral element of all mission areas and through collaboration across areas. 
    2. Utilize community engagement opportunities to build market and patient relationships. 
    3. Significantly increase the number and variety of inpatient and outpatient clinical practice venues by creating a Meharry Clinical Network which will consist of a combination of Meharry-owned and strategic partner resources. 
  2. Strategically engage and collaborate with external partners in ways that will benefit the college.
    1. Maximize strategic partnerships with government, industry, academic institutions, not-for-profit organizations and other entities. 
    2. Pursue national and international program expansion/new program opportunities that engage resources across the institution. 

5. Build a Transformed, Sustainable Institutional Economy

  1. Capitalize on revenue from existing funding sources and bolster funding from non-traditional revenue sources.
    1. Expand market share of funding from traditional sources including grants and contracts from federal and state agencies, corporations and foundations. 
    2. Diversify funding from alternative/non-traditional sources. 
    3. Create new revenue-generating mission-related enterprises. 
    4. Increase revenue from private sources by engaging alumni, friends and corporate partners to expand support of the enterprise, including a comprehensive capital fundraising campaign. 
    5. Grow and preserve the endowment fund to ensure the College’s long-term stability. 
  2. Responsibly steward the Colleges resources in
    such a way as to ensure financial viability and sustainability.
    1. Enhance the responsibility-centered, revenue-optimizing, cost-minimizing management model that encourages entrepreneurial behavior, improves efficiency and aligns operations to help meet strategic goals and strengthen programs. 
    2. Implement a shared services model to capitalize on resources and achieve economies of scale. 
    3. Achieve financial leverage, comprehensiveness and scale through external partnerships. 
    4. Periodically assess funding of academic and administrative programs to ensure responsible stewardship of resources. 
    5. Monitor expenditures, property costs, space allocation and maintenance costs to maximize efficient and cost-effective use of college capital assets. 

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