1. FY ’04-’05 Annual Report Department of Anatomy

2. Table of Contents Departmental Report 1.Current State (SWOT) 2.Accomplishments based on FY ’04-’05 Goals 3.Additional Accomplishments 4.Lessons Learned 5.FY ’05-’06 Department Goals and Measure of Success 6.FY ’04-’05 Five Year Goals 7.Department Ideas & Plans Individual Chair Report 1.Leadership Evaluation 2.Leadership Lessons Learned 3.Leadership Development Needs / Plans 4.Overall Leadership Rating Appendix –COM FY ’05-’06 Imperatives –Leadership Practices Description

3. Departmental Report

4. Strengths (internal) - Weaknesses (internal) - Opportunities (external) - Threats (external) - Current State Departmental Report

5. Accomplishments based on FY ’04-’05 Goals Departmental Report FY ’04-’05 One Year GoalsProgress / AccomplishmentsSelf Rating Further develop several new graduate level courses – Advanced Microscopic Anatomy (GMS 6608); Advanced Human Gross Anatomy (GMS 6609); Advanced Neuroanatomy (GMS 6610); several Selected Topics (new) courses (GMS 7930) – “The Biology of Skin”, “Tissue Culture Methods”; in addition to continuing offerings of Human Embryology (GMS 6604). Refinement of the Master’s degree program in Anatomy as our first few students progress through the program and deficiencies are identified. Improve the research funding level and available (multi-user) research space within the department in order to facilitate new research projects. Mentor our younger faculty members in their progress towards tenure and promotions. Fill our several faculty vacancies with new faculty members with strong research programs that are compatible with the College of Medicine and University strengths. Financial Solvency 5.0 = Outstanding 4.5 = Strong to Outstanding 4.0 = Strong 3.5 = Satisfactory to Strong 3.0 = Satisfactory 2.5 = Weak to Satisfactory 2.0 = Weak 1.5 = Unacceptable to Weak 1.0 = Unacceptable

6. What were other departmental great accomplishments? Additional Accomplishments Departmental Report

7. Lessons learned that prevented your department from going from good to GREAT? Lessons Learned Departmental Report

8. Entrepreneurial Academic Practice Creative Educational Model ImperativeGoalsMeasure of Success Operational & Financial Innovation People Excellence FY ’05-’06 Department Goals & Measure of Success Departmental Report Research Really Matters

9. FY ’04-’05 Five-Year Goals Departmental Report FY ’04-’05 Five Year GoalsChallenges/Needs/Actions Creation of an Anatomy faculty with research and teaching strengths that will enable the fulfillment of our mission goals. The addition of new faculty with research programs compatible with HSC/USF identified areas of emphasis: Brain, Heart, Cancer and Infectious Disease Development of a full catalog of distance-learning course listings that will enable students at remote sites, or with responsibilities, to enroll in our Master’s Degree Program in Anatomy and Cell Biology. Continue the Anatomy Faculty’s leadership role in medical curriculum development and integration to enable our graduates to meet the challenges and changes in healthcare delivery.

10. One game-changing idea that will revolutionize your department: Activities your department will do to promote the USF HEALTH brand: Ideas for departmental activities/programs to reward and recognize faculty and staff: Department Ideas & Plans Departmental Report

11. Individual Chair Report

12. Leadership Evaluation Individual Chair Report FY04-05 Goals (see Appendix for details) Progress / Accomplishments Self RatingVP Rating LEADERSHIP RESEARCH & SCHOLARLY ACTIVITY LEADERSHIP INSTRUCTION / ACADEMIC LEADERSHIP CLINICAL / HOSPITAL LEADERSHIP (Clinical Chairs Only) 5.0 = Outstanding 4.5 = Strong to Outstanding 4.0 = Strong 3.5 = Satisfactory to Strong 3.0 = Satisfactory 2.5 = Weak to Satisfactory 2.0 = Weak 1.5 = Unacceptable to Weak 1.0 = Unacceptable

13. List your leadership lessons learned as a chair: Leadership Lessons Learned Individual Chair Report

14. Leadership Development Needs / Plans Individual Chair Report FY ’05-’06 Goals (see Appendix for details)Development Needs/Plan LEADERSHIP RESEARCH & SCHOLARLY ACTIVITY LEADERSHIP INSTRUCTION / ACADEMIC LEADERSHIP CLINICAL / HOSPITAL LEADERSHIP (Clinical Chairs Only)

15. Overall numerical self-rating of your leadership and comments: Additional comments that will help the VP/Dean assess your performance: VP/Dean Overall Rating / Comments: Overall Leadership Rating Individual Chair Report 5.0 = Outstanding 4.5 = Strong to Outstanding 4.0 = Strong 3.5 = Satisfactory to Strong 3.0 = Satisfactory 2.5 = Weak to Satisfactory 2.0 = Weak 1.5 = Unacceptable to Weak 1.0 = Unacceptable

16. Appendix

17. ’05-’06 COM Imperatives Research Really Matters Entrepreneurial Academic Practice Creative Educational Model LCME Preparedness Orthopedics residency Dual degrees Making new 3-4 year curriculum a success Continued Growth in Clinical Profits CRISP Models Implementation Sport medicine Institute Launch Profitable Private/Public partnerships CAHC & TGH building implementation Aggressive & focused research recruitment Research productivity -Research support Infrastructure Improvement in core acquisition & access Research ranking by 5 or more points

18. Looking Forward ’05-’06 COM Imperatives (Continued) Operational & Financial Innovation People Excellence All Source Budgeting -10% less expenses AIMS Faculty Compensation & Incentive Plans Quality & outcome improvement initiative Brand/Communication Excellence $20M Fund Raising campaign with USF & Others Faculty Partnership & Development- The leadership Institute Performance Evaluation Program Diversity definition and awareness campaign More USF & HSC integration initiatives Continued Efforts at National Prominence

19. Leadership Practices Description Adopted from the AAMC’s “The Successful Medical School Department Chair” Leadership 1. Future Oriented Leadership: Providing future oriented leadership and management in accomplishing the mission of the department and College; developing and regularly updating a strategic plan for department. 2. Culture: Promoting and demonstrating commitment to the College values (see attached Values Statement); building a culture of accountability, ownership and interdisciplinary collaboration; creating and sustaining an environment that is supportive of individuals of diverse cultures; demonstrating a commitment to diversity in the appointment and retention of faculty and staff; demonstrating commitment through words and actions to College-wide success over department success; fostering open communication, cooperation and teamwork at all levels. 3. Business Practices: Ensuring the utilization of sound business practices in the day-to-day operations of the department; aligning faculty and staff effort with departmental and College mission and strategic goals; implementing and maintaining an equitable compensation program for faculty and staff that recognizes merit and motivates high-quality performance within the professional group and department; exercising good financial stewardship of departmental and College resources; assuring that the department operates within its available resources; managing the department’s capital assets, assuring that University property and inventory policies and procedures are followed; managing the financial resources of the department, ensuring that the budget and other funds are effectively, productively, and equitably utilized; assuring accuracy and timely submission of requested budget information. 4. Compliance: Ensuring compliance with University and College policies and procedures, including but not limited to UMSA/MSSC Human Resources policies and procedures for faculty and staff, and fiscal policies and procedures; ensuring participation of faculty and staff in completion of required Reports and educational programs. 5. Faculty and Staff Development: Preparing others for change; Encouraging and developing leaders among faculty and staff; ensuring participation of faculty and staff in professional development activities, providing opportunities and dedicated time for development; developing and implementing a mentoring program for departmental faculty and staff relevant to their professional development.

20. Leadership Practices Description Cont... Research and Scholarly Activity Leadership 6. Direction: Developing with the faculty and the Dean the research direction of the department. 7. Extramural Funding: Increasing the level of extramural funding from federal and other sources. 8. Allocation: Overseeing the allocation of space and facilities to ensure research productivity. 9. Research Compliance: Ensuring that faculty and staff comply with Federal, State, University and College regulations and policies governing the conduct of research. 10. Promoting Research: Supporting education of faculty and students and maintaining a supportive environment for research; fostering interdepartmental and multidisciplinary research, both clinical and basic science. 11. Scholarly Efforts: Encouraging, facilitating and supporting the scholarly efforts of the faculty.

21. Leadership Practices Description Cont... Instruction/Academic Leadership (Graduate Education, Instruction-Medical Student, and Instruction- Resident, as applicable) 12. Promoting Education: Fostering an environment that emphasizes and supports the importance of the educational mission of the department and College. 13. Educational Programs: Carrying out the educational programs of the College, encompassing the curricula and expected competencies for medical student, graduate student and postdoctoral training and participation in continuing medical education; ensuring that the educational programs satisfy or exceed accreditation standards; ensuring the department’s programs are appropriately integrated into the overall college and HSC curriculum. 14. Innovation: Fostering the use of innovative teaching techniques. 15. Self-Reviews: Conducting departmental and program self-reviews. 16. Monitor Goals: Monitoring the department’s success in meeting its goals and professional standards and requirements by evaluating the performance of students, graduates, residents, and fellows in licensing and other external examinations, as applicable. 17. Collaboration: Fostering productive and collaborative educational efforts with other departments and colleges. 18. Diversity: Demonstrating a commitment to diversity in the selection and retention of medical students, graduate students, residents, and fellows, as applicable. 19. Selection: Overseeing the recruitment and selection of medical students, students in the program of graduate medical sciences, residents, and fellows, as applicable, and maintaining appropriate size of the training programs.

22. Leadership Practices Description Cont... This section for Clinical Chairs Only : Clinical/Hospital Leadership 20. Clinical Collaboration: Ensuring that the College and the practice plan’s missions and goals are accomplished through programs within the department and through collaborative efforts with other departments, the practice plan administration, and other external partners; meet clinical and service needs of HSC/USFPG; managing relationships among faculty, residents, health system personnel, and staff; managing all aspects of resident professional and personal behaviors. 21. Patient Care: Ensuring excellent and appropriate patient care at all clinical/hospital sites and cooperatively and effectively coordinating clinical activities and programs with other departments, hospital and clinical administration; ensuring patients’ expectations are met; actively participate in cost savings and care design programs. 22. Clinical Compliance: Ensuring compliance of the department faculty and staff with Federal, State, University, College, Clinic and Hospital policies that regulate patient care and medical billing. 23. Productivity: Increasing patient care productivity as measured by level of overall department RVUs; monitoring and evaluating faculty and staff to ensure high quality and service oriented patient care. 24. Effective Supervision: Ensuring the appointment of effective Program and Division Chiefs and for supervising their activities, as appropriate.