Strategic Plan

From the Dean

Dear Colleagues and Friends,

The first assessment of the Medical College of Georgia I ever received was from a truly trusted source, my cousin, an emergency room physician. He said, in essence, that it was a fabulous medical school that trained great doctors. After nearly 15 years on the faculty, including stints as Chair of Psychiatry and nearly five years as Dean, I truly understand that my cousin, per usual, was correct.

I have heard this sentiment time and again in conversations with our alumni, who readily share that the state's public medical school absolutely prepared them for their profession. Over the past year, as a cross section of so many distinguished individuals helped us assess and strategize a roadmap for the next five years, that sentiment continued to resonate. In fact, it became a sub-heading for this 2015-20 Strategic Plan: People Make the Place.

Dr. Peter Buckley

Dr. Peter Buckley

What will happen over the next five years is implementation of a multifaceted plan that, in alignment with Augusta University's strategic plan, Transition Forward, strengthens our very core, our teaching mission, as well as our absolutely parallel missions of research and clinical care. As with any great team, there is much synergy between these missions: They all build upon and depend upon each other for success.

And we will build them all by optimizing leadership throughout our venerable institution, which includes ensuring that the people who are the Medical College of Georgia get the professional support they need and deserve to maximize their potential. This will help ensure that we get and keep the best people, which is absolutely essential to our present and to an even stronger future. We will do all this in an environment that is diverse, inclusive, and, again, supportive. We will further engage the many alums and other friends we are privileged to have to ensure that they know what we are doing and why we are doing it, and to continue to get their valuable input. This includes, of course, our physician and hospital partners across our state, who are invaluable to the success of the Medical College of Georgia and to the education of the next generation of physicians. And, we will heighten our philanthropic efforts to ensure that our faculty, staff, students, and residents have the resources they need to do the work of the Medical College of Georgia and to improve the health of our state and nation. That, of course, takes us full circle.

It was truly an amazing time to do this level of soul searching and planning, with the transformative gifts of Dr. J. Harold Harrison and his wife Sue, and the opening of our new academic home, the J. Harold Harrison M.D. Education Commons, fresh on our minds and hearts. That already amazing venue was bolstered by so many conversations with leaders throughout our community and state about what they think of and want for this medical school.

It seems we all want the same thing and together, we will achieve it.

My endless thanks to our Strategic Plan Co-Chairs, Drs. Jack Yu and Barbara Robinson; to the entire MCG Strategic Plan Steering Committee, which included representatives from our campuses and partners from across this vast state; to our MCG Faculty Senate for their incredible leadership of this important initiative; and to you for your support.
It is my privilege and pleasure to serve as dean of this remarkable medical school where people really do make the place.


My best always,

Peter F. Buckley, M.D.
Dean Medical College of Georgia
Augusta University

The Process

Since 1828, the Medical College of Georgia (MCG) has continuously evolved to meet challenges and remain innovative in teaching, clinical care, research and service.

As the state’s only public medical school, we play a crucial role in the health care of the citizens of Georgia. In 2013, as we celebrated the 186th anniversary of the founding of MCG, as well as received the transformative $66 million gift from the estate of Dr. J. Harold Harrison, Class of 1948 to MCG for scholarships and endowed chairs, we launched a year-long fast paced, comprehensive, and inclusive strategic planning process.

MCG’s strategic planning process began by building on the momentum of complementary and important prior systemwide planning activities, including the Enterprise-wide Strategic Plan and Transformation 2020. We also drew from data and recommendations of existing sources, such as Association of American Medical Colleges Faculty Forward Task Force/Survey Results and Recommendations, Augusta University Faculty Pulse Survey, feedback from department faculty meetings, MCG Task Force’s recommendation reports, Liaison Committee on Medical Education Task Forces, the Resident/House Staff Survey results, and other relevant materials. We also incorporated the work of prior clinical planning efforts. In 2013 the adoption of the Augusta University Transition Forward Strategic Plan: Discover What’s Next, set the stage for MCG to evaluate overall plans to ensure alignment with the university, as well as the University System of Georgia. Our extensive planning process also involved gathering new information including a SWOT analysis, as well as conducting an external analysis that included interviews with community leaders.

An enormous number of people contributed a great deal of work and thought to this process. Barbara Robinson, MD, Assistant Professor in the Department of Obstetrics and Gynecology, and Jack Yu, MD, Chief of the Section of Plastic and Reconstructive Surgery in the Department of Surgery, were appointed by the Dean as Co-Chairs of the MCG Strategic Plan Steering Committee. The composition of the Steering Committee was broad, diverse and inclusive of stakeholders who make up the MCG community. Membership included representation of faculty, staff, students, regional campuses, residents, alumni, donors, Augusta University Medical Center, GR Medical Associates, other Augusta University colleges, and community members. Anthony Robinson, PhD, Assistant Professor for Management, Marketing & Entrepreneurship in the Augusta University Hull College of Business, provided a Strategic Plan 101 orientation for the group and served as facilitator for steering committee activities to help keep the meetings focused and on schedule.

To foster a collaborative and inclusive approach to strategic planning, a comprehensive communications strategy was developed. As part of the strategy, an interactive webpage was constructed to provide regular updates of our progress, as well as a platform for stakeholders to offer suggestions. We were diligent in seeking feedback at each stage of the process from our many constituents. In addition to regular website updates, the progress of our planning process was presented at various faculty and leadership meetings, the MCG Faculty Senate, and numerous progress reports were provided via email.

The Provost kicked off the first meeting of the steering committee highlighting the importance of strategic planning and the alignment of our plan with the university’s planning efforts. The Dean presented his assessment of the focus areas of the medical school and charged the group to draft a plan that would move MCG to the next level of excellence.

Building on Augusta University’s Mission, Vision and Value statements, the Steering Committee appointed a subcommittee to draft the MCG Mission, Vision and Values. After several meetings, the subcommittee presented a draft to the Steering Committee. After much discussion and feedback from many MCG constituents, a consensus was developed and these statements helped to inform the entire process.

Over the next several months, the steering committee began the enormous task of synthesizing a substantial amount of information and input into a cohesive plan. Convening monthly and working diligently between meetings, the steering committee refined the six strategic focus areas that serve as the foundation of the plan and that also align with Augusta University Transition Forward: Education, Research, Clinical Care, People & Process Excellence, Cultural Transformation and Diversity, and External Affairs. Six Strategic Focus Areas Workgroups were then appointed to develop goals and tactics for each of the focus areas, with chairs that were members of the Steering Committee. The goals and tactics formulated by the workgroups were presented to the steering committee for consideration and inclusion. The draft was widely circulated to the many MCG audiences for further feedback, which was incorporated into the plan.

In December 2013, the 185th anniversary of the founding of the medical school, we held a strategic planning gathering of over 100 MCG colleagues. The gathering was held at the Old Medical College Building, as it was both fitting and inspiring to return to our first true MCG home to create the vision and opportunities that set us apart and secure our great future. Our keynote speaker, William T. Mallon, EdD, the AAMC’s Senior Director for Strategy and Innovation Development, spoke on “Strategy Development in Academic Medicine: Five Observations.” Dr. Mallon inspired the group with common sense notions on the importance of strategy, not to spend more time planning than doing and that there will have to be tradeoffs. We learned about the elements of successful planning. CoVision Inc. facilitated the event with IT consultant Laura Gramling who used high-tech software to assist us in narrowing our goals and tactics. We also fine-tuned and developed a consensus for the draft strategic plan, and captured any emergent ideas.

As a result of the open discussions that occurred at the gathering, we were able to work together for our common future and finalize the focus areas, goals, and tactics of our plan. This watershed moment for MCG successfully led us to the final stages of the strategic plan. The workgroups assembled their members again to develop measures, expected outcomes, and the key personnel responsible for each tactic. This culminated in a two-hour meeting with the Dean and Workgroup Chairs to finalize the document. The final document was then reviewed by the Augusta University President and Provost.

A Communication Plan for distribution of the strategic plan was developed. An annual retreat will be planned to review and update progress on the MCG Strategic Plan to make sure we remain focused on our focus areas and goals.

Mission, Vision, & Values

Augusta University Mission

Our mission is to provide leadership and excellence in teaching, discovery, clinical care, and service as a student-centered comprehensive research university and academic health center with a wide range of programs from learning assistance through postdoctoral studies.

MCG Mission

In supporting the Augusta University Mission, MCG will lead Georgia and the nation to better health through excellence in biomedical education, discovery, patient care, and service.

Augusta University Vision

Our vision is to be a top-tier university that is a destination of choice for education, health care, discovery, creativity, and innovation.

MCG Vision

In supporting the Augusta University Vision, MCG will be a nationally recognized leader in medicine, delivering patient-centered and technologically advanced medical education, transformative research, and exceptional clinical and preventive care, leading to healthier communities.

Augusta University Values

  • Collegiality – reflected in collaboration, partnership, sense of community, and teamwork.
  • Compassion – reflected in caring, empathy, and social responsibility.
  • Excellence – reflected in distinction, effectiveness, efficiency, enthusiasm, passion, and quality.
  • Inclusivity – reflected in diversity, equality, fairness, impartiality, and respect.
  • Integrity – reflected in accountability, ethical behavior, honesty, and reliability.
    Leadership – reflected in courage, honor, professionalism, transparency, and vision.

MCG Values

We adopt and support the Augusta University values. In addition, we value:

  • Loyalty – reflected in mutuality of commitment between employee and institution.

Augusta University Strategic Priorities & Organizational Goals

Strategic Priority 1 CONSOLIDATION

BE A NATIONAL MODEL for the successful consolidation of two higher-education institutions into one fully integrated and aligned research university.

SP1. Organizational Goal 1
Deliver excellent education and training throughout our expanding footprint.
SP1. Organizational Goal 2
Cultivate a collaborative, enriching work environment that generates open, honest, and constructive communication.
SP1. Organizational Goal 3
Ensure that facilities and infrastructure fulfill the needs of our academic, athletic, clinical, military outreach and research programs.
SP1. Organizational Goal 4
Promote access to higher education, in the context of a research university, and respond to the needs of our communities.
SP1. Organizational Goal 5
Attain national and international recognition as an integrated and innovative university and academic health system.

Strategic Priority 2 EDUCATION

BE A COMPREHENSIVE RESEARCH UNIVERSITY that leverages its history of excellence in health science and medical education with a strong foundation in liberal arts education and professional degrees.

SP2. Organizational Goal 1
Deliver excellent education and training throughout our expanding footprint.
SP2. Organizational Goal 2
Create, enhance, and sustain programs that prepare graduates for success in a rapidly changing global workplace and society.
SP2. Organizational Goal 3
Provide an environment that promotes innovative education.
SP2. Organizational Goal 4
Increase student retention, progression, and graduation.
SP2. Organizational Goal 5
Develop an undergraduate curriculum with a distinctive profile that embraces the principles of liberal arts education as fundamental to all disciplines and that recognizes the value of a culture of intellectual inquiry, creativity, and undergraduate research.

Strategic Priority 3 RESEARCH

BE A NATIONALLY & INTERNATIONALLY RECOGNIZED LEADER in research, discovery, and scholarship.

SP3. Organizational Goal 1
Support a culture of collaboration and interdisciplinary research, discovery, and scholarship.
SP3. Organizational Goal 2
Foster novel research and creative activities that lead to discoveries with significant academic, therapeutic and economic impact.
SP3. Organizational Goal 3
Lead in training, attracting, and retaining highly qualified researchers and scholars from diverse backgrounds
SP3. Organizational Goal 4
Promote a culture of undergraduate and graduate student research.
SP3. Organizational Goal 5
Practice distinction in biomedical research and health science education.

Strategic Priority 4 SERVICE

PROVIDE SERVICE to the local, state, national, and global communities.

SP4. Organizational Goal 1
Partner with our constituent communities and regional health care assets to leverage coordinated interprofessional care and empirically-based expertise
SP4. Organizational Goal 2
Provide scholarly service and leadership in local, state, national, and international venues.
SP4. Organizational Goal 3
Engage in service that demonstrates a sustained commitment to diversity and inclusion.
SP4. Organizational Goal 4
Demonstrate excellence in patient care by developing high-quality, culturally appropriate, cost-effective patient- and family-centered health care.

Strategic Priority 5 EFFICIENCY

OPTIMIZE OUR POTENTIAL as a whole through greater efficiency, effectiveness and productivity supporting strategic growth and development.

SP5. Organizational Goal 1
Optimize leadership, faculty, and staff recruitment, retention, productivity, and engagement.
SP5. Organizational Goal 2
Develop innovative employee-sensitive policies, practices, and programs that establish Augusta University as an employer of choice
SP5. Organizational Goal 3
Enhance the effectiveness and efficiency of the enterprise's administrative, academic, student services, and clinical infrastructure, systems, and processes to maximize the stewardship of all resources.
SP5. Organizational Goal 4
Efficiently use existing resources and identify new resources to meet our current and future needs.
SP5. Organizational Goal 5
Advance a coordinated philanthropic strategy to increase and enhance fundraising activities supporting all aspects of the enterprise.

Strategic Priority 6 DIVERSITY

Provide sustained commitment to DIVERSITY AND INCLUSION across all missions.

SP6. Organizational Goal 1
Develop practices and policies of inclusivity that are implemented and embraced across the enterprise.
SP6. Organizational Goal 2
Facilitate ongoing cultural competency development.
SP6. Organizational Goal 3
Enhance efforts to reduce population disparities.

MCG Strategic Focus Areas & Supporting Goals

Strategic Focus Area 1: EDUCATION

Student Education

Provide exceptional future-oriented learning experiences for physicians-in-training and other advanced-degree health sciences professionals.

Goal 1.1: Deliver outstanding and innovative educational programs on all campuses providing high-quality education for learners at all levels, including continuing professional development, emphasizing the health care needs of Georgia
Enhance instruction in areas such as population/public health, interprofessional education, health advocacy, quality, safety, and global health care while engaging in appropriate collaboration throughout the state.
Enhance instruction in areas such as population/public health, interprofessional education, health advocacy, quality, safety, and global health care while engaging in appropriate collaboration throughout the state.
Promote the development of lifelong learning skills.
Explore and plan for newer approaches for continuing medical education, such as Point of Service learning, practice-outcome evaluation, and other methods to improve outcomes and patient care and as a potential methodology to support alumni.
Expand academic offerings to include double degree graduate programs, innovative areas of concentration/graduate certificates, and enhanced physician-scientist training.
Use statewide presence and enhanced community relationships to deliver diverse and robust education experiences in order to meet the physician needs of the state.
Goal 1.2: Ensure availability of all resources necessary to support an outstanding educational program, including faculty, faculty training, money, space, equipment, physical plant, and appropriate clinical experiences at all educational sites.
Redefine the mission-based allocation so that state resources support MCG's required educational mission, ensuring adequate basic science and clinical faculty staffing with a goal of decreasing the student-faculty ratio in courses and clerkships in undergraduate medical education.
Ensure adequate basic science and clinical teaching space, appropriate to the size of the student body, with additional focus on instructional, clinical, relaxation, and study space for students.
Develop, promote and support clinicians based in core clerkships including primary care disciplines necessary to execute a high quality educational program in undergraduate (UME) and graduate medical education (GME); and develop and support sufficient primary and secondary clinical care in primary care and core disciplines to ensure adequate clinical experience for both the UME and GME mission.
Goal 1.3: Enhance learning through instructional technology on all campuses, including an asynchronous statewide learning platform, preparing learners to use the technology that will underpin their practice.
Ensure an infrastructure capable of supporting current and future instructional technology innovations through collaborations with Augusta University Information Services and Augusta University Facilities Services.
Develop and implement a high-quality, asynchronous learning platform to support educational programs at all levels, including continuing education.
Expand the use of clinical and basic science simulations in education to enhance patient-centered learning.
Goal 1.4: Develop a nurturing, learner-centered academic environment that reflects our values in all educational settings.
Create academic societies to promote supportive mentorship relationships for students and residents to cultivate the professional values and behaviors expected of outstanding future physicians.
Create a comprehensive wellness and health program for learners encompassing mental health, physical health and well-being, and strong academic support services on all campuses.

Student at Screen

Strategic Focus Area 2: RESEARCH

Generate outstanding transdisciplinary, translational, basic, clinical, population, community-based and educational research.

Goal 2.1: Enhance infrastructure and regulatory processes that support basic, clinical, translational, community-based and educational research.
Expand wet and dry bench research space and establish designated clinical and translational research facilities for patient research (outpatient, inpatient, and community-wide) and laboratory science.
Enhance the research environment by providing clinical trial data management, registry, and bio repository support; providing Good Laboratory Practice Lab Animal Services and Good Clinical Practice testing programs; and increasing training and career development awards.
Establish good laboratory practice lab animal services (LAS), to include enhanced security at existing facilities (e.g. card access to transgenic facility), competitive salary structure for LAS personnel, upgrade of existing facilities (e.g. change stations, rack washers, etc.), and ultimately construction of a purpose-built animal facility.
Integrate and streamline processes for core lab marketing and services, and clinical research protocols.
Revamp research and clinical trial processes (including IRB and Sponsored Programs) so that goals include facilitation of initiation and conduct of research.
Goal 2.2: Foster a supportive research culture on all campuses.
Direct pilot funding to develop transdisciplinary research.
Implement recruitment and retention strategies for investigators and key research personnel, including bridge funding and giving clinicians protected research time.
Support collaborative research relationships on and between each campus and with related affiliates.
Sustain and enhance educational research.
Goal 2.3: Foster an innovative research environment facilitating discoveries and their application for health care.

Establish programs leading to clinical practice implementation of diagnostic tests and therapeutic interventions.

Promote interdisciplinary research teams and institutional support of promising technology.

Expand and seek out opportunities for collaboration and commercialization.

Goal 2.4: Excel in interdisciplinary research and through partnerships with institutions and industry partners statewide.
Facilitate Institutional Review Board agreements regarding regulatory, budgetary, intellectual property, and contracting issues.
Establish capacity for research data and clinical record exchange, including HIPAA and privacy policies.
Student Education
Goal 2.5: Achieve an excellent reputation regionally, statewide, and nationally.
MCG will support Augusta University's pursuit of National Cancer Institute designation and Clinical and Translational Science Awards funding.
Become a model for statewide coordinated research trials leveraging the strengths of our regional campus network.
Leverage our expertise to enhance biomedical research training throughout Georgia.

Strategic Focus Area 3: CLINICAL CARE

Develop an efficient health care system of quality and value with enhanced access to complex care.

Goal 3.1: Create a sustainable, efficient, and future-oriented health care system.
Utilize an integrated and efficient Electronic Medical Record that advances all missions.
Develop and utilize multidisciplinary teams where and when indicated.
Enhance the health care work environment to optimize patient care, physician satisfaction, and the learning environment for trainees.
Align all clinical service lines with our academic missions of education and research through partnerships with existing departments, centers, and institutes.
Goal 3.2: Provide quality and value in all clinical services.
Utilize evidence-based care protocols and become a national model for best practice.
Promote patient- and family-centered care, and the creation of patient portals to access personal medical information and implement individualized care plans to advance personalized medicine.
Acquire and implement a centralized practice management system.
Develop and maintain wellness programs and injury prevention strategies.
Create multiple primary care access points by growing our own services and cultivating creative community and educational partnerships to support clinical volumes.
Become the medical destination of choice for advanced medicine and surgery.
Goal 3.3: Address the health care needs and diversity of our communities.
Assess patient satisfaction in our health care system while addressing the needs of unique populations and health care disparities.
Develop multidisciplinary approaches to identify the needs of diverse communities.
Develop a plan that addresses local, state and regional health disparities.
Student Education
Goal 3.4: Enhance access to complex care.
Create and sustain customer-oriented scheduling systems.
Utilize a physician liaison to facilitate referral relationships by linking doctors and medical care facilities.
Design and implement referring provider protocols.
Expand and strengthen strategic partnerships and affiliations locally and regionally

Strategic Focus Area 4: PEOPLE & PROCESS EXCELLENCE:

Maximize our leadership capacity at all levels through professional growth.

Goal 4.1: Create a culture of integrity, transparency, respect, collaboration and openness.
Develop and adopt core values and standards for professional conduct and promote humanity, compassion, and caring.
Promote faculty engagement across all campuses in governance and on MCG committees that support the mission of the college and provide access to leadership.
Foster transparency with faculty by regularly sharing financial and other information.
Foster opportunities for MCG faculty, staff, and students to interact with their counterparts from all Augusta University colleges and campuses to enhance their achievements.
Goal 4.2: Ensure operational excellence to advance all MCG mission areas through appropriate infrastructure, systems, processes, and funding.
Implement an appropriate information technology infrastructure to support all missions and at all campuses.
Student Education
Goal 4.3: Promote career development for faculty, staff, students and residents at all levels of their careers.
Apply the best onboarding practices to set goals and establish career plans for new faculty.
Enhance the faculty mentoring program, using best practices and interdisciplinary development.
Goal 4.4: Recruit, retain, recognize, and reward exemplary and loyal faculty, staff, residents and students.
Establish a coordinated process to recruit outstanding faculty and other health care professionals using best practices.
Develop targeted faculty development programs/opportunities to facilitate the academic progression, mentoring, and retention of all faculty.


Create a diverse, inclusive environment that supports faculty, students, residents, and staff.

Goal 5.1: Develop, implement and enhance practices and policies of diversity and inclusivity that facilitate a culturally sensitive college and academic health center environment.
Establish internal and external marketing strategies to communicate MCG's commitment to diversity, cultural transformation, and inclusion.
Enhance programs to facilitate cultural competency development for all members of the college.
Create faculty and staff recruitment processes that develop a more diverse college workforce supported with appropriate mentorship and coaching.
Goal 5.2: Optimize diversity and cultural sensitivity by fostering community engagement and partnerships focused on reducing factors associated with health care disparities.
Develop strategic educational relationships with local and regional public health departments and community health centers to understand and develop plans to address challenges faced by communities and unique populations.
Develop formal educational, research, and service relationships with selected programs delivering free and reduced-cost health care to disadvantaged populations at all campuses.
Goal 5.3: Recruit, matriculate, and graduate an excellent, talented and diverse student body to meet the needs of the communities we serve.
Increase the number of students in the MCG classes from traditionally under-represented populations to reflect the demographics of our state.
Grow scholarship opportunities for students from underrepresented populations to facilitate MCG's recruitment competitiveness for qualified candidates.
Goal 5.4: Grow health careers interest and academic pipeline programs in partnership with the University System of Georgia and other Georgia colleges and universities to promote health science interest and facilitate admissions and matriculation of students from under-represented populations.
Develop partnerships with Georgia colleges and universities including regional Historically Black Colleges and Universities (HBCUs) to facilitate interest in health science and eventual matriculation by those under-represented in medicine to promote MCG's student diversity and inclusivity.
Formally link existing successful college pipeline programs as avenues to the recruitment and admission of students from populations under-represented in medicine.

Strategic Focus Area 6: EXTERNAL AFFAIRS:

Student Education

Engage our alumni and community by advancing MCG growth through philanthropy and communications.

Goal 6.1: Collaborate with the Augusta University Office of Communications and Marketing to enhance internal and external communications to increase awareness, understanding, and support of MCG and its local, statewide and national presence and impact.
Upgrade the MCG website and include easy access to social media.
Develop an MCG Communications Strategic Plan to increase media coverage to enhance competitiveness for national rankings.
Establish a dedicated communication effort for the regional campuses.
Enhance the relationships of MCG physicians with local, regional and statewide physicians and provider practices.
Goal 6.2: Collaborate with the Augusta University Office of Advancement to build a culture of philanthropy and increase alumni engagement in MCG activities.
Develop an MCG Philanthropic Strategic Plan including creating an external MCG Advisory Board and reactivating the Dean's internal Philanthropic Kitchen Cabinet, supporting philanthropic programs such as Grateful Patients and the Annual Fund.
Increase meaningful contact with qualified donor prospects to MCG and leverage the J. Harold Harrison, MD gifts to increase scholarships and faculty endowed chairs.
Increase alumni participation in MCG and alumni activities, particularly among those who graduated 15 or fewer years ago.
Goal 6.3: Work with the Augusta University Office of Government Relations and Community Affairs to enhance community engagement locally and statewide on all campuses.
Encourage and support community engagement among MCG leaders, faculty, students, residents, and staff, and develop and communicate summary.
Continue to educate and engage our legislators regarding our statewide presence and mission.
Goal 6.4: Work with the MCG Foundation to enhance and grow stewardship, scholarship, and endowed faculty programs at MCG.
Encourage and support students through scholarship programs that support recruitment and enrollment in prioritized educational programs.
Use the Harrison Program to support faculty through endowed faculty positions.
Enhance donor stewardship through coordination with the MCG Foundation.
Seek scholarship, faculty endowed chairs, and programmatic growth opportunities through our regional campus network.

Diversity definitions:
MCG seeks to enhance diversity in its learning environment and address health care inequities in our society by including members of the following groups in our learning community:

  • Students: African-American, Hispanic, and individuals from medically underserved areas/populations (MUAs/MUPs).
  • Faculty and Senior Administrative Staff: African-American, Hispanic, and individuals working in MUAs/MUPs.

MCG will evaluate and revise, where needed, policies and approaches to achieve mission-appropriate diversity outcomes.

Approved: April 14, 2015

The Team

MCG is deeply grateful to all who have contributed time, energy, and ideas to our Strategic Plan, including Steering Committee members, workgroup members, and the entire MCG community – faculty, staff, students, residents, alumni, and friends.

MCG Strategic Plan Steering Committee Members

Dr. Barbara Robinson, Co-Chair Dr. Michael Diamond Lee Little Dr. Samuel Richwine
Dr. Jack Yu, Co-Chair Dr. Zheng Dong Dr. Sheldon Litwin Dr. Olivier Rixe
Ralph Alee Nikia Erickson Dr. Michael Madaio Dr. Anthony Robinson
Jeanette Balotin Rev. Dr. Charles Goodman Jr. Dr. Mohamad Masoumy Dr. Richard Schwartz
Dr. Wendy Bollag Dr. Richard Griner Ian Mercier Steven Scott
Dr. Buffi Boyd Dr. Joseph Hobbs Dr. Laura Mulloy Dr. Jin-Xiong She
Dr. Peter Buckley Dr. Anthony Hughes Karyn Nixon Franklin Smith
Joel Covar Steven Jackson Dr. Shelley Nuss Dr. Bobby Thomas
Albert Dallas Cedric Johnson Dr. Julian Nussbaum Dr. Paul Wallach
Dr. Scott DeRossi Dr. Lisa Leggio Justin Pantano  


MCG Strategic Focus Area Workgroup Members and Chairs

Education Dr. Neal Weintraub Dr. Wendy Bollag
Dr. Paul Wallach - Chair Clinical Joel Covar
Stephen Jackson Dr. Julian Nussbaum – Chair Dr. Varghese George
Dr. Kathryn Martin Dr. David Hess Dr. Ralph Gillies
Dr. Mohamad Masoumy Dr. Charlie Howell Dr. Richard Griner
Dr. Vaughn McCall Dr. Monte Hunter Dr. Pamela Jackson
Dr. Walter Moore Dr. James Rawson Patricia Levins
Dr. Shelley Nuss Steven Scott Dr. Todd Merchen
Dr. Andria Thomas Franklin Smith Dr. Laura Mulloy
Research Joseph Thornton Dr. Leonard Reeves
Dr. Michael Diamond – Chair Cultural Transformation & Diversity Dr. Deborah Richardson
Dr. David Fulton Dr. Joseph Hobbs - Chair Connie Sutton
Dr. Ryan Harris Dr. Tiffany Goldsmith External Affairs
Dr. Nevin Lambert Dr. Kent Guion Jeanette Balotin - Chair
Dr. Lin Mei Dr. Kimberly Halbur Ralph Alee
Dr. Sandra Mobley Dr. Feng-Ming Kong Toni Baker
Dr. Anthony Mulloy Dr. Pamela Martin Nikia Erickson
Teri Perry Dr. Betty Pace Rev. Dr. Charles Goodman, Jr.
Dr. Olivier Rixe Dr. Chris White Scott Henson
Dr. Sylvia Smith People & Process Excellence Karyn Nixon
Dr. Paul Weinberger Dr. Michael Madaio – Chair Dr. James Osborne


December 5, 2013 MCG Strategic Plan Leadership Gathering Attendees

Dr. Ahmad Albasheer Dr. Michael Diamond Mark Lewis Dr. Leonard Reeves
Ralph Alee Dr. Zheng Dong Dr. Eric Lewkowiez Lael Reinstatler
Dr. Cargill Alleyne Dr. Gina Duncan Dr. Stephen Looney Joseph Ricci
Toni Baker Fathy ElLaissi Dr. Michael Madaio Dr. Scott Richardson
Jeanette Balotin Christina Elstad Dr. William Mallon Dr. Olivier Rixe
Beverly Bella Susan Fagan Dr. Bernard Maria Dr. Anthony Robinson
Carolyn Bertling Dr. David Fulton Dr. Kathryn Martin Dr. Barbara Robinson
Dr. Jatinder Bhatia Ann Gambill Dr. Mohamad Masoumy Dr. Peter Rosenquist
Dr. David Bogorad Dr. Ralph Gillies Dr. Lin Mei Michael Schecter
Christopher Bonham Rev. Dr. Charles Goodman, Jr. Ian Mercier Dr. Barbara Schuster
Dr. Buffi Boyd Dr. Ruth Harris Dr. Sandra Mobley Steven Scott
Bennie Brisco Dr. David Hess Dr. Walter Moore Nicholas Shaurette
Dr. Peter Buckley Dr. Joseph Hobbs Dr. Anthony Mulloy Amy Shultz
Dr. William Caldwell Dr. Charles Howell Dr. Laura Mulloy Dr. Granville Simmons
Kelly Callaway Stephen Jackson Dr. Janet Munroe Dr. Sylvia Smith
Kerry Cartledge Dr. Vinayak Kamath Karyn Nixon Dr. Terry Steyer
Dr. Manuel Castresana Dr. Samir Khleif Dr. Shelley Nuss Dr. David Terris
Joel Covar Denise Kornegay Dr. Julian Nussbaum Dr. Andria Thomas
Joanna Daglis Dr. Natalie Lane Dr. James Osborne Cindy Tuttle
Al Dallas Dr. George Lazari Justin Pantano Dr. Paul Wallach
Dr. Kevin Dellsperger Dr. Lisa Leggio Dr. Satish Rao Dr. Jack Yu
Dr. Scott DeRossi Sharon Lever    




Only Level I Trauma Center in the region

State-wide footprint with regional campuses, only public medical school in Georgia,
Affordable tuition in comparison to other medical schools

2nd largest Children's Hospital in Georgia, only pediatric emergency department with pediatric certified ED doctors and Level 1 Pediatric Trauma Center in the region

Second largest Graduate Medical Education program in Georgia

Research focus in cardio metabolic disease, neurological disease, public and preventive health, genomics and personalized medicine, cancer and regenerative medicine

Targeted philanthropy such as $66 million gift from J. Harold Harrison, MD for student scholarships and faculty endowed chairs and the J. Harold Harrison MD Education Commons Building

Experienced and dedicated teaching faculty

Increased medical student enrollment to help meet the Georgia physician shortage
Aging physical infrastructure

Decreasing state funding, the federal deficit and the "Sequester"

Lack of faculty – small number of faculty for size of the medical school

Poorly functioning EMR system

Reputation and image as "indigent" hospital

Inadequate IT infrastructure

Poor communication to referring physicians

Lack of constructive plans for faculty retention

Poorly coordinated multidisciplinary patient care

Inadequate resources to support clinical research and lack of research space hindering recruitment



Improve clinical practices; enhance multidisciplinary clinical practices

Increase capacity for patients

Partnerships with other hospital and health systems

Leverage $66 million Harrison gift for scholarships and endowed chairs to increase philanthropic support

Grow clinical translational research

An overload of documentation/paperwork/administration required of all employees - from faculty to staff.

Enhance customer service

Improve quality as our first focus area

Need better contractual agreements with 3rd party payers to insure a viable revenue stream to support our many missions.

Partnerships with clinical campuses to encompass clinical care and research

Reduced state and federal support, including NIH funding

Burdensome administrative paperwork and bureaucracy

Risk of losing prominent faculty for opportunities at other universities

Low morale among the staff

Faculty turnover

Increasing pressure on faculty to generate income that erodes education and research missions

Health care reform/implementation of the Affordable Care Act

High cost of IT infrastructure needs

Student indebtedness

Competition for medical students


USG Strategic Imperative

An identified focus area within the framework of the 2013 – 2018 University System of Georgia strategic plan that is critical to the success of creating a more educated Georgia.

Augusta University Strategic Plan

The highest level Augusta University plan that supports the USG strategic imperatives and includes strategic priorities and organizational goals designed to meet the mission, vision, and values of Augusta University.  The Augusta University strategic plan is accomplished through the mission strategic plans, college strategic plans, division plans, and unit plans. 

Augusta University Strategic Priority

An aspirational and visionary statement that encapsulates a clear priority to enable Augusta University to meet its mission and achieve its vision. Supported by the Augusta University organizational goals.

Augusta University Organizational Goal

A clear statement that describes the means by which the Augusta University strategic priorities are met.

Mission-based Strategic Plan

Academic | Research | Clinical

A mission-focused plan that supports the Augusta University Strategic Plan and focuses on the relevant Augusta University mission.  Includes mission strategic priorities and mission goals.

Mission Strategic Focus Area


An identified strategic focus area within the relevant mission that is supported by mission goals.

Mission Goal

A clear statement of intention within the relevant mission supported by descriptions and specific intentions and/or opportunities.

College Strategic Plan

A college-focused plan that supports the Augusta University Strategic Plan and focuses on the relevant Augusta University mission.  Includes mission-specific strategic priorities and mission goals.

College Strategic Focus Area

An identified strategic focus area within the college that is supported by college goals.

College Goal

A clear statement of intention within the college plan supported by descriptions and specific intentions and/or opportunities.

Support Services Plan or

Unit Plan

A division or unit plan that supports the college strategic plan(s), the mission-based plans, and the Augusta University strategic plan.  Includes goals that can span multiple years and annual tactics and measures.


A clear statement of intention around a specific area that could span multiple years.  These goals directly support the college- and mission-focused plans.


Specific activities or tasks to accomplish a goal – describes how the goal will be met.

Measure – Expected Results

A statement of expected results for a specific tactic – describes what results are expected and how to measure the achievement of the tactic.


Dear Colleagues,

I was delighted to share with many of you at last week’s faculty senate meeting an update on our strategic planning efforts. As so many of you know, through your invaluable contributions to the development of this five-year roadmap, aptly named MCG’s 186-Year Legacy and Future: People Make the Place, it is a long term plan, with goals and strategies that are in various states of completion. Some have made great strides and others have not even begun. But that is the intent, because MCG, your medical school, is committed to a continuous process of self-assessment and improvement.

It is important that, as an MCG family, we are all aware of what’s happening and where we are headed. Accordingly, I hope you’ll take a moment to review the slides I presented at faculty senate and the brief, high level summary of findings from last month’s strategic planning retreat, where we took our pulse to see where we are and if what we’re doing is working in each of our strategic focus areas: Education, Research, Clinical Care, People and Process Excellence, Cultural Transformation and Diversity and External Affairs.

Both of those documents are below. And check out the photo below of the stellar group of individuals who helped make sure we were on track. Thank you just doesn’t seem adequate.

With my sincerest appreciation,


Group Photo