Formulating a strategic plan for a medical educational institution using organizational development

Abstract

Objectives: The purpose of this study was to develop a strategic plan using organizational development (OD) for the College of Allied Medical Professions (CAMP) to guide its management in facilitating its growth. This specific college in the study had faced various challenges due to changes such as a change in leadership and the occurrence of the global COVID-19 pandemic. This research assessed the different aspects of CAMP and proposed strategies for continuous improvement and adaptation to changes, whether internal or external.

Methodology: The study utilized frameworks such as the McKinsey 7-S Model, SOAR (Strengths, Opportunities, Aspirations, Results), and Appreciative Inquiry (AI). These frameworks would help evaluate the institution's internal and external environment and provide input for the possible milestones of the OD roadmap. Data was to be collected using surveys, focus group discussions (FGDs), and key informant interviews (KIIs) with faculty, staff, and other stakeholders.
Results: The findings highlighted CAMP's commitment to academic excellence, interdisciplinary collaboration, and innovative research, among other things. The college's structure, resource allocation, and staff development also needed improvement. Certain strategies were identified in accordance with CAMP's identity, current status, and desired outcomes.

Conclusion: The finalized strategic plan, using the OD interventions, showcased the identified strategies to enhance research capacity, collaboration, communication, and well-being among the college's constituents. Long-term and short-term objectives were established to ensure resilience during leadership transitions and other changes throughout the college's lifetime.