Vision 2020: LMP Strategic Plan 2015–2020

In 2014, LMP established a Strategic Planning Steering Committee. The Committee worked tirelessly to consult broadly within our department and with external stakeholders, and was instrumental in facilitating our highly successful offsite retreat held in October, 2014.

Vision 2020 defines the unique place of LMP amongst academic departments and articulates four major Strategic Directions:

  • Education
  • Collaboration and Research
  • Visibility and Influence
  • Engagement, Creativity and Alignment

These important themes will allow LMP to continue to work effectively to further increase our performance and impact.  

Vision

International leadership in research and education in laboratory medicine and pathobiology.

Mission

We prepare future leaders in laboratory medicine and pathobiology, contribute to our communities, and improve the health of individuals and populations through discovery, application and communication of knowledge.

Values

Unique Position: LMP bridges the gap between the health of patients and populations and research into the pathogenesis of human disease. Pathobiology provides the theoretical, scientific basis of medicine. A clinical focus on diagnostics is the connecting point between patients and their caregivers and the underlying basic science enables breakthroughs in diagnosis and treatment.

Unique Expertise: Advances in technology and “big data” are transcending the boundaries between traditional disciplines
requiring sophisticated content expertise. LMP’s collective level of knowledge and interpretive skill covers the full spectrum from basic research to clinical practice.

Unique Role: LMP translates new knowledge made from discoveries in basic science to advance diagnostic laboratory medicine and to answer the needs of patients and populations. Diagnostics is LMP’s domain and differentiator.

Strategic Directions

STRATEGIC DIRECTION 1: EDUCATION

Lead the evolution of laboratory medicine and pathobiology education to develop excellent future practitioners, scholars and scientists
1.    Strategically participate in the life sciences curriculum
  • Establish an LMP Undergraduate Life Sciences Working Group to determine the design and incorporation of relevant laboratory medicine experiential opportunities into the life sciences curriculum.
 Doug Templeton
2.    Create a continuous targeted presence for LMP over the four-year UME curriculum
  • Establish an LMP UME Working Group to develop proposals for consideration by the Curriculum Renewal Committee. This same Working Group is to support the existing LMP Interest Group in undergraduate medicine to foster an interest among students in laboratory medicine and pathobiology and to promote career opportunities.
 Eleanor Latta
3.    Provide leadership to the introduction of competency-based training for residents in alignment with CanMEDS 2015
  • Establish an LMP PGME Working Group to address development of foundational core curricula aligned with competency-based training.
 Sachar Sade
4.    Update graduate MSc/Phd programs
  • Establish an LMP Graduate Working Group to evaluate the LMP graduate studies curriculum and co-curriculum activities.
 Harry Elsholtz
5.    Continue to develop CE offerings that leverage LMP expertise
  • Establish an LMP CE Working Group to evaluate opportunities for developing e-learning in LMP and identify a pilot project in e-learning for development and implementation.
 Nadia Ismiil
6.    Strengthen faculty support for teaching
  • Engage with CFD to develop an education scholarship and teaching action agenda that will support education innovation relevant to LMP.
 Richard Hegele

STRATEGIC DIRECTION 2: COLLABORATION AND RESEARCH

Strengthen collaboration to increase research impact
1.    Enhance collaboration to foster basic/clinical integration across LMP
  • Establish and develop terms of reference for a reinvigorated LMP Research Committee, the initial task of which will be to develop a three-year schedule for the Annual Thematic Conference.
 Michelle Bendeck
2.    Strengthen presence of Campus-based faculty within LMP
  • Establish priorities for equipment for Campus-based faculty. Identify Campus-based faculty representative to contribute to the Faculty’s MSB Building Task Force.
 Michelle Bendeck

STRATEGIC DIRECTION 3: VISIBILITY AND INFLUENCE

Leverage expertise in diagnostics to extend visibility and influence in support of improved patient care and health outcomes
1.    Extend influence and presence locally, provincially and nationally
  • Working with TAHSN Chiefs, support system change initiatives that align LMP with precision medicine and laboratory utilization.
 Richard Hegele
2.    Build international profile
  • Develop speakers’ kit for international conferences, including presentation and poster templates that include the identities of U of T, LMP and the health institution.
 Christine Kreutzer

STRATEGIC DIRECTION 4: ENGAGEMENT, CREATIVITY AND ALIGNMENT

Enable Department success through engagement, creativity and alignment
1.    Foster development of the LMP community
  • Develop and implement a Department-wide communications plan that includes targeted emails, news updates, and promotes access to information and resources.
 Christine Kreutzer
2.    Identify new funding sources
  • Develop an advancement strategy and plan; connect with and engage alumni.
 Avrum Gotlieb
3.    Align Department resources in support of strategic priorities
  • Implement administrative role to support Year 1 initiatives.
 Christine Kreutzer
  • Establish an LMP Internal Working Group to review LMP structure and committee membership, clarifying roles and responsibilities, and term limits.
 Rita Kandel