In order to better serve you, the Stanford Center for Continuing Medical Education (Stanford CME) has developed a strategic plan to provide a roadmap for our efforts for the next six years.
Daryl Oakes, MD
Associate Dean, Post Graduate Medical Education
Kurt Snyder, JD, MBA IT
Executive Director of Continuing Medical Education
Strategic Plan 2020-2026
The Stanford Center for Continuing Medical Education strategic plan provides a roadmap for the future, ensuring that Stanford CME becomes and maintains its position as a global leader of lifelong learning for medical professionals.
Strategic Focus 1: Growth
Goal 1.1: Increase the participation of Stanford School of Medicine alumni, faculty, residents, postdocs, students, healthcare team members and staff as planners, speakers, and learners.
Goal 1.2: Increase the number of CME/CPD activities designed to improve patient care at SHC/LPCH, and affiliates, emphasizing collaborative planning and design by and for the patient-centered healthcare team.
Goal 1.3: Increase the number of CME/CPD activities designed to improve patient care in the San Francisco Bay Area.
Goal 1.4: Increase the number of CME/CPD activities designed to improve patient care in California and in the greater Pacific Region, with a particular emphasis on serving underserved communities.
Goal 1.5: Increase the number of CME/CPD activities designed to improve team-based patient-centered care across the United States, with a special emphasis on addressing topics that will result in the widest impact on underserved communities and population health.
Goal 1.6: Increase the number of CME/CPD activities designed to improve team-based, patient-centered care internationally, with a special emphasis on addressing topics that will result in the widest impact on underserved communities and population health.
Strategic Focus 2: Impact
Goal 2.1: Ensure all relevant standards of accreditation are met or exceeded.
Goal 2.2: Amplify the impact on patient outcomes, communities, and population health (Moore’s Levels 6 and 7) by increasing the number of activities designed to transform practice in these settings.
Goal 2.3: Improve customer service and the overall experience for our clients, including department chairs, division chiefs, planners, facilitators, financial authorities, faculty and learners.
Goal 2.4: Increase the number of training opportunities and resources available to planners, facilitators, faculty, and presenters.
Goal 2.5: Increase the number of educational formats and engagement methods used and better align those activity objectives with good educational design and best practices.
Goal 2.6: Increase the number of interprofessional activities designed for and by the healthcare team, with an expanding focus on inclusion and team-based patient-centered care.
Goal 2.7: Support quality improvement efforts of the clinical teams and departments at SHC/LPCH with ongoing highly effective CME/CPD.
Goal 2.8: Support department chairs, clinical centers and institutes with evaluation records and outcomes of education for various GME and hospital accreditation needs.
Strategic Focus 3: Leadership/Excellence
Goal 3.1: Become the global leader in post-graduate continuing education/professional development of healthcare team professionals.
Goal 3.2: Increase Stanford’s educational impact by adding additional credit types such as Maintenance of Certification IV, Maintenance of Certification II, learning from teaching, and faculty speaker credit.
Goal 3.3: Increase the number of bold/ innovative initiatives.
Goal 3.4: Optimize Stanford’s collaborative environment by increasing the number of internal and external partners, including the Schools of Business, Engineering, Education, and Law.
Goal 3.5: Develop CME/CPD programs in specific disciplines to be recognized as centers of excellence across the globe, such as precision health, virtual reality, bedside manner, leadership, team-based care.
Goal 3.6: Increase the number of CME/CPD peers learning from our expertise via scholarship, technology, conferences, workshops, training, web interactions, and the modeling of best practices.
Goal 3.7: Contribute to the body of scholarship in the areas of educational methodology, health equity, health disparities, cultural competency, and patient- and community-centered care and needs assessments.
Strategic Focus 4: Operations
Value - We create value for our customers.
Goal 4.1.1: Provide the best customer service possible.
Goal 4.1.2: Work collaboratively with department chairs, division chiefs, planners, facilitators, financial authorities, faculty and learners.
Goal 4.1.3: Secure funding, free of commercial bias and consistent with Stanford University values, to enable faculty to design, create, deliver, package CME/CPD.
Operations - We will strive to be the best at getting better.
Goal 4.2.1: Advance a sustainable business model that aligns with Stanford University rules, regulations, and core values.
Goal 4.2.2: Develop and update documents, tools, and resources that promote best practices and facilitate our work.
Goal 4.2.3: Create mechanisms for providing and receiving 360-degree constructive feedback from colleagues, clients, etc.
People - People are the most valuable resource.
Goal 4.3.1: Create and foster a work environment that promotes positivity and a healthy work/life balance.
Goal 4.3.2: Emphasize personal growth, mutual encouragement, professional development, and lifelong learning.
Goal 4.3.3: Attract and retain the leading professionals in the field of medical and clinical CME/CPD, with commitment to by-the-team-for- the-team learning.
Environment - Our leaders foster an environment for improvement.
Goal 4.4.1: Employ processes and procedures that promote innovation and continuous quality improvement that are anchored by the 10 Shingo Guiding Principles.
Goal 4.4.2: Establish metrics, goals, and objectives to measure and promote success.