Dentistry students working with a professorThe school has established metrics for each of the Directions. Metrics will be tracked and reported on regularly.

I.    Create knowledge in the science of health across the life span, and foster a strong culture of research

1)    Improve the School's research ranking for medical/dental schools in Canada and internationally

-   Amount of research revenue
-   Total year-to-year amount of research revenue
-   Total amount of year-to-year amount of tri-council research grant revenue
-   Number of externally-funded research Chairs*
-   Number of Western endowed research Chairs*


2)    Ensure core research facilities are operating to sound financial principles and meeting the needs of the School's researchers

-   Number of facilities running on a deficit


3)    Enrich the focus on research across all levels including faculty, graduate students, postdoctoral trainees, and undergraduate and postgraduate medical and dental trainees working in inter-professional environments in the university and hospitals

-   Number of offered courses containing a required research component
-   Number of publications and other research outputs1
-   Number of grants
-   Number of students identified as lead authors on research publications


II.    Strengthen research knowledge translation and implementation to achieve health benefits for individuals and populations

1)    Promote and facilitate interdisciplinary and inter-professional research across the four pillars as defined by the Canadian Institutes of Health Research

-   Number and scope of research collaborations / communities
-   Number of research outreach activities
-   Number of collaborations publicized on website or other media publications


2)    Develop capacity and resources for knowledge translation

-   Number of publications in peer-reviewed journals
-   Number of workshops, seminars, and related activities
-   Number of thesis downloads*
-   Total number of citations*
-   Number of citations per paper published*


3)    Facilitate connections with affiliated hospital partners and the private sector to translate research findings into improved health products and technologies

-   Number of industry partners
-   Number of international partners
-   Number of patents, and other data available from WORLDiscoveries
-   Amount of licensing revenue*


4)    Be world leaders in Educational Scholarship

-   Number of identifications on ORCID
-   Number of citations
-   Number of international presentations
-   Number of awards
-   Increase the number of faculty members who have won national and international teaching/research awards and
    similar distinctions**


III.    Excel as a destination of choice for exceptional education and learning

1)    With our university and hospital partners, promote and provide a learning experience rooted in continuous program improvement

2)    Attain and surpass mandated accredited program standards

-   Compliance to the UME accreditation standards as measured by the number of elements within each UME Standard
    determined to be: satisfactory; satisfactory with a need for monitoring; unsatisfactory
-   Compliance to the PGME accreditation standards as measured by the number of PGME accredited programs with
    status as: full accreditation; full accreditation with mandated internal review; full accreditation with mandatory
    external review; intent to withdraw
-   Compliance to the CME accreditation standards as measured by the # of CME accreditation standards that are
    determined to be: fully compliant; partially compliant; not compliant
-   Compliance to the MPH accreditation standards as measured by the # of CEPH accreditation standards that are
    determined to be: met; met with commentary; partially met; not met


3)    Develop world-class, socially responsible undergraduate, graduate, postgraduate and postdoctoral learners who will become global leaders in health-related fields

-   Number of students involved in projects/interest groups which generate revenue for community
    organizations/people in need
-   “Admitted” students’ scores on interview questions related to empathy, compassion and social accountability
    (i.e. components/roles/traits/domains related to social accountability)
-   Number of students involved as volunteers in community organizations and/or service clubs or who return to
    community organizations as volunteers after service learning commitments have ended
-   Number of learners who take on leadership roles in National groups (UME, PARO, etc.)
-   Number of students involved in entrepreneurship courses and activities*


4)    Enhance the School’s global impact on under-served populations

-   Number of students involved in interest groups related to looking at the health of populations considered to be
    impoverished and/or in need (trans health, indigenous, etc.)
-   Number of students from both served and under-served populations who return to practice in under-served populations
-   Number of clinical rotations and trainees who practice in under-served populations
-   Number of residents who set up clinical practice in an under-served area
-   Number of educational activities developed/offered to support delivery of healthcare to under-served populations and
    # of participants in those activities


IV.    Strengthen and develop sustainable regional and international partnerships and networks

1)    Enhancing our global impact through meaningful and sustainable international partnerships

-   Amount of funding (academic/research) made available via international partnerships
-   Number of faculty members/researchers actively engaged in international partnerships
-   Number of joint publications resulting from international partnerships
-   Number of hits from abroad on Schulich Medicine & Dentistry website
-   Number of contacts/solicitations from abroad
-   Number of mentions of Schulich Medicine & Dentistry in foreign media
-   Number of national appointments and Chairmanships
-   Number of international appointments and Chairmanships


2)    Fostering an exceptional student experience through intercultural and international  learning opportunities to build cultural safety and cultural humility

-   Number of courses with global/international and/or intercultural content
-   Number of courses or curricular projects delivered online to an international audience
-   Number of students/trainees participating in international experiences as part of a Schulich program
-   Number and diversity of international experiences available to students
-   Number of students participating in international student clubs/extra-curricular activities with an international focus
-   Number of international experiences divided by degrees conferred*
-   Enhance the learning experience by providing a community-based experiential learning opportunity, an international
    learning opportunity or a research learning opportunity for all undergraduates who wish to pursue one as part
    of their degree**


3)    Attracting and retaining global talent

-   Number and diversity of international learners and faculty members/researchers
-   Retention rate of international learners and faculty/researchers


4)    Leveraging existing local and regional partnerships, including with affiliated hospitals, through networks such as the Southwestern Academic Health Network

-   TBD


V.    Foster the growth and success of faculty and staff

1)    Advance faculty and staff programs with particular focus on developing leadership capacity in health-related fields

-   Number of faculty and staff enrolled in development programs for leadership
-   Number of new leadership programs developed in collaboration with other faculties for faculty and staff
-   Number of participants from across the School, including Windsor and Distributed Education
-   Number and types of development programs offered via various means
-   Number of program listings linked to the main Schulich School of Medicine & Dentistry’s website
-   Number of hits on the professional development page
-   Number of faculty and staff completed recognized leadership programs
-   Number of CDP's completed per year
-   Number of faculty that apply for leadership positions at the School or an affiliated hospital


2)    Establish faculty and staff programs designed to recruit, retain, develop and recognize individuals for their valuable contributions.

-   Number of uses of onboarding checklists
-   Number of support systems for new recruits to build and strengthen leadership competencies
-   Number of successfully recruited and retained high performers
-   Number of emerging leaders participating in leadership programs
-   Number of awards nominations resulting in an increased percentage of award winners
-   Number of publications related to the faculty development leadership programs
-   Complete the synchronization of survey tools between LHSC/St. Joseph’s Health Care London/Western assessing
    engagement and action plans for faculty and staff


3)    Enhance the processes and support for adjunct and community faculty

-   Increased engagement survey participant rate over previous year
-   Number of adjunct faculty participating in the School’s leadership
-   Number of adjunct faculty participating in the School’s CPD programs
-   Number of research opportunities
-   Number of preceptors with research opportunities
-   Number of research supervisory training workshops
-   Creation of documented process for research eligible preceptors


4)    Foster a culture that actively promotes diversity and well-being

-   Benchmark results on engagement survey
-   Number of Indigenous persons participating in the School’s programs
-   Number of females participating in the School’s programs
-   Number of opportunities for faculty and staff training, and ensuring diversity and wellness are included in
    performance evaluations
-   Number of actionable items identified by the Indigenous Advisory Committee
-   Number of outcomes measured from the accepted actionable items identified by the Indigenous Advisory Committee
-   Number of programs created and number of participants enrolled
-   Increase in work/life balance score on engagement survey over previous year
-   Increase diversity among faculty and staff, including the recruitment and retention of designated employee groups
    (including women, visible minorities, aboriginal persons, and persons with disabilities) to lead or exceed the U-15
    averages for representation**


VI.    Enhance communications, marketing and engagement for greater impact

1)    Protect, promote and position the Schulich School of Medicine & Dentistry, Western University brand as one of Canada's preeminent medical and dental schools with a commitment to academic excellence and a passion for scientific discovery

-   By 2020, each of the School’s 21 departments and five education programs will have received a branding tool-kit twice,
    and a branding presentation for their teams once
-   By 2020, Schulich Medicine & Dentistry will have established five sponsorship or GIK sustainable partnerships with
    nationally or internationally recognized organizations whose values and/or mission are aligned with that of our School,
    and who support initiatives at the School
-   Annually, tell at least 250 stories, using print or digital approaches, about the people, programs, initiatives, activities,
    and achievements taking place across Schulich Medicine & Dentistry


2)    Strengthen, diversify and grow School engagement with alumni, community members, stakeholders and strategic partners

-   By 2020, receive a minimum of $100,000 annually in cash sponsorship to support engagement and awareness events
-   By 2020, a minimum of at least 70% of reunion year classes (combined medicine, dentistry, and MPH) will be engaged
    in reunion celebration conversations, on an annual basis
-   Grow the Alumni of Distinction Awards program and by 2020 have a minimum of 28 submitted nominations
-   Through Homecoming, alumni engagement events, reunion programming annually engage a minimum of 800 alumni
    from all the School’s education programs
-   Double alumni engagement, as measured through a range of activities that will include alumni card requests,
    participation in programs and events, address updates, giving to the institution, and voluntarism, etc**


3)    Establish and grow the School's reputation for global excellence with a focus on national and international audiences

-   By 2020, have a minimum of 10 placements annually in national or international media including niche publications
    (ie: The Scientist, Wired, Vice) with focus on the Schulich School of Medicine & Dentistry, Western University
-   Annually provide media relations training to at least 50% of all clinical and basic science departments
-   By 2020, annually place 3 op-eds in local or national media outlets


4)    Support the School's strategic directions through an integrated approach to internal communications as well as through affiliated hospitals

-   Annually achieve a minimum 2% increase in open rates in each of the School’s five core internal e-newsletters
-   Annually, meet with 50% of all Chairs and Chair/Chiefs to discuss communication and media needs
-   Annually implement at least one new creative approach for story telling (ie: The R.E.A.L. Life Project), which highlights
    and celebrates the work at Schulich Medicine & Dentistry



VII.    To be fiscally responsible, supporting the Vision and Mission of the School

1)    Ensure the continued financial health of the School in the context of the University Financial Plan

-   Compliance with Institutional Planning and Budgeting guidelines
-   Decrease in number of expense policy variances


2)    Align funding with the strategic priorities and goals of the School

-   Percentage of business compliant with Activity Based Budgeting with overall funding assigned to strategic priorities


3)    Expand revenue generating opportunities to support growth and development

-   Number of initiatives brought forward each year for evaluation
-   Number of opportunities put forward are evaluated to ensure profitability; return on investment (ROI) of maximum
    4 years, with net contribution to the bottom line of 5-10%
-   Increase the share of the operating budget from non-Provincial sources by 1% per year**


4)    Mobilize philanthropy to fuel the strategic priorities and goals of the School

-   Amount of call activity (number of calls/visits with alumni and community prospects)
-   Amount of dollars raised


1 Utilizing ORCID, H-Index, Scopus and Citation Impact


*SMA-defined metric
** Western-defined metric