Since I became Executive Dean of the University of Kansas School of Medicine (SOM) on August 1, 2002, and then Executive Vice Chancellor of the University of Kansas Medical Center (KUMC) on January 1, 2005, I have been honored to work with thousands of people here at the medical center and throughout the community who have dedicated themselves to raising the educational and scientific profile of our institution.
Over the past decade, thanks to this hard work, KUMC has experience extraordinary growth. As the medical center enters its next phase of growth, spurred by thoughtful strategic planning and other efforts to increase our efficiency and realize bold new aspirations, it is a good time to take note of all we have accomplished together. What follows is a report on the status of my original long-term goals from 2002, more specifically covering the last five years from July 1, 2006. I will also outline major goals for the future.
In 2002, we had several major goals:
1. Implement a new curriculum for SOM.
2. Build new medical office building for physician practices.
3. Obtain NCI designation for KU cancer program, first as a clinical center and then as a comprehensive cancer center at five-year renewal.
4. Build the research enterprise, especially clinical and translational research.
5. Build a strong relationship with KU Hospital and negotiate a new affiliation agreement.
In the last decade, the full-time faculty at KUMC has grown from 739 in 2001 to 1123 in 2011. We have recruited 24 of 28 department chairs and 12 of 14 center/ institute directors. In addition, we have created six departments and eight centers/institutes. Other areas of overall growth at KUMC include:
1. We reorganized the medical center's leadership:
2. Also crucial to our successful operations are Jim Pottorff (General Counsel), Stephanie Grinage (Vice President for Medical Development, KU Endowment), Marci Nielsen (Vice Chancellor for Public Policy and Planning until this summer) and Ed Phillips (Vice Chancellor for Administration), until his retirement earlier this year; Steffani Webb, our new Vice Chancellor for Administration, is continuing to make improvements.
3. We attained a full eight years of accreditation by the LCME in 2006. During previous visits, the LCME had identified multiple deficiencies. These were corrected, and this time the LCME identified only one area of concern — the rapid increase in our students' debt; in our most recent letter, received this week, that issue was declared resolved. The LCME had also asked us to report on progress of the Wichita and Salina campuses and it will continue to monitor that, but we do not have to report next year. We now go into our next site visit in October of 2013 with a clean slate
4. We divided the Department of Surgery into five separate departments: general surgery, orthopedic surgery, urology and neurosurgery in 2006, followed by plastic surgery in 2010. Since then, each of these departments has more than doubled in size under the leadership of chairs focused on the needs of each specialty.
5. In an effort to increase the number of physician-scientists trained in the translational research that is integral to the mission of an academic medical center, we have expanded the number of students in our MD/PhD program from three students to 31.
6. Since 2004, the University of Kansas has recruited a total of 95 new faculty to strengthen the cancer research mission and to build capacity for our clinical cancer program. This includes 55 basic science or population-based researchers, 24 clinician researchers, and 16 oncology clinicians. In the last three years, six major leadership positions have been filled.
7. New endowed chairs were established in both the School of Nursing and the School of Health Professions. Four faculty members have now been invested with these chairs.
8. In 2007, our $57.2 million Life Sciences Innovation Center was completed. It was renamed after former Chancellor Hemenway in 2009.
9. In 2010, H. David Wilson was recruited as Dean for the Wichita campus. He has recruited an Associate Dean for Medical Sciences, an Associate Dean for Research, an Associate Dean for Administration, an Associate Dean for Graduate Medical Education, a Chair of Pediatrics, a Chair of Pathology and aChair of Preventive Medicine and Public Health.
10. We have made major improvements to our facilities. The $34 million renovation of the Wahl/Hixon complex is creating state-of-the-art laboratory space; the $6 million Breidenthal renovation will create wet-lab incubator space for bioscience start-up companies; and a $1 million renovation to the Lied Research Building.
11. On the Wichita campus, a 26,000-square-foot addition was built to house a new School of Pharmacy program and to accommodate the expansion of the medical school to a four-year campus.
12. The School of Health Professions has added clinical doctorates and post-professional education programs in physical therapy, audiology and occupational therapy.
13. The School of Nursing now offers its highly regarded PhD program in an entirely online format as well as a clinical doctorate in nursing, which was accredited in 2010.
14. In the fall of 2011, the School of Nursing implemented a new curriculum that reflects a new focus on professionalism and scope of practice in the field of nursing.
15. In April 2011 in Kansas City, we received a full five-year institutional reaccreditation of our residency programs with no deficiencies and with commendation.
1. In 2004, the Kansas Bioscience Authority (KBA) was established. Since then, we have been a close partner with the KBA, which has committed $50 million to renovate laboratory facilities and hire eminent scholars and rising stars to support our NCI designation application.
2. In 2005, the Greater Kansas City Community Foundation commissioned a Blue Ribbon Task Force to complete a report on how higher education and research could benefit Kansas City. KUMC leadership met with members of the task force, and their report, Time to Get it Right, determined that the region's top priority was to support the growth of life sciences, including the KUMC-led quest for NCI designation. Five years later, a progress report concluded that we had made "great progress" and urged the community to continue supporting our work. In 2007, in concert with this effort, we published our 10-year plan for research growth, The Time is Now.
3. In 2005 and 2006, when Missouri and Kansas voters were asked to consider banning embryonic stem cell research, KUMC leaders gave more than 100 "Stem Cell 101" informational lectures to legislators and the public, explaining the science of embryonic stem cells and the value of this research. The Kansas legislature later rejected a measure that would have criminalized certain types of stem cell research.
4. In 2005, we convened an Advancement Board of community members. This effort gained momentum when the board's strategic plan was ratified in 2008. Later that year members of the board successfully advocated for passage of the Johnson County Research and Education Triangle (JCERT) sales tax (see below). The board has now grown from its original 28 members to 84 active and engaged members. Now it is a major fund- and friend-raising arm for the medical center.
5. In the 2006 legislative session, we secured an annual $5 million appropriation from the Kansas legislature to support our NCI designation effort. This appropriation has now continued under three administrations, with governors from both political parties.
6. In November of 2008, Johnson County voters passed the JCERT sales tax, which is generating $5 million annually to support our early phase clinical trials program at a building purchased and donated to us by the Hall Family Foundation. This building will house our drug trials for cancer as well as other trials run by our Frontiers program. It is being renovated now and is scheduled to open in January 2012.
7. The School of Nursing and the School of Health Professions were leading partners in education exchange projects including the Kansas Advanced Practice Collaborative (a statewide program to develop nurse practitioners); NEXUS (a graduate nursing educational exchange program with other schools of nursing nationwide); and the Great Plains IDEA Network (in which we offer courses for the master's in dietetics).
8. KU School of Nursing continues to host the National Database of Nursing Quality Indicators, which compiles and analyzes quality-improvement data from around the country. Five years ago, a few hundred hospitals participated; more than 1,700 are participating in 2011.
9. Dean Wilson has instituted an Advancement Board in Wichita, called 4-Wichita, which includes leading community members and so far it has raised more than $3 million of commitments for that campus.
Over the next five years, we will continue to work on obtaining NCI designation for the KU Cancer Center, first as a clinical center and then as a comprehensive cancer center at the five-year renewal; building the research enterprise, especially clinical and translational research; and strengthening our relationship with the KU Hospital.
In addition, we now have new goals:
1. Implement the new strategic plan for KUMC that was developed during FY11.
2. Expand physician and other health care workforce for Kansas.
3. Become the leader in the nation in drug development in an academic setting.
4. Support and implement all the Frontier programs of the Heartland Institute for Clinical and Translational Research funded by the CTSA grant.
5. Develop a School of Public Health at KU, raise $5 million, recruit a dean, and obtain accreditation.
6. Raise $300 million of funding as part of the KU capital campaign.
7. Finish a KUMC master facility plan and, as part of this project, determine how to fund and build a new Medical Education Building.
8. Work with Google to improve the health of Wyandotte County and the state of Kansas.
These accomplishments began during a healthy economy, but continued during the recent economic crisis. Our state budget was $104 million in FY06, rose to $114 million in FY08 but will be $101 million plus an anticipated $5 million from the Commerce department for cancer for this year, so it has been imperative to reorganize the budget each year to accommodate the recent cuts and all the growth. Despite the difficult financial climate, there is clear and positive momentum at the University of Kansas Medical Center.
It has been a time of great change, which has sometimes been painful. I would like to extend my most profound congratulations and gratitude to everyone who has helped make this extraordinary transformation possible, and I look forward to seeing our continued success as we strive to lift students and society by educating leaders, build healthy communities and make discoveries that will change the world.