The Revitalization effort’s work to build a more connected, data-informed organization has reached a key stage. Three organizational models have emerged, all aimed at increasing collaboration and improving overall effectiveness for learners, faculty and staff.

The draft models will continue to evolve over the next few months with input from employees and leaders across Academic Affairs and SMPH.

Why structure matters

A redesigned organizational chart won’t solve every challenge. Structure serves as one tool to address the concerns employees raised last spring in focus groups, large group discussions, interviews, surveys and at the June retreat. Employees identified silos, fragmented services, unclear roles and responsibilities, limited collaboration, and uneven communication among obstacles to their work.

An effective organizational structure has the potential to address some of these issues while providing greater clarity in how AA organizes responsibilities, expertise and services. It must do this while also honoring programs’ needs to meet their own curricular, accreditation and learner requirements.

Three approaches

Each concept model takes a different approach to how AA serves its five health professions programs, and each brings strengths and questions.

Integrated matrix: Program leaders anchor curriculum and delivery, while shared teams — such as admissions, learner services and accreditation — serve all programs. This model could reduce duplication and align systems and expertise. It would require clear decision rights between program and functional leaders.

Two portfolios: The MD program forms one portfolio, and the PA, DPT, genetic counseling and MPH programs form another. Both portfolios share operations, compliance, continuing education and regional engagement. This model recognizes each program’s distinct needs and clarifies leadership. It needs defined processes for joint planning and for balancing competing staff demands.

Program-focused: Each program manages its own staff and services, with peer teams that coordinate standards across programs. This model gives program directors direct oversight and tailored support. It needs clear ownership of shared systems and cross-program decisions.

How the models measure up

To succeed, a model must clarify roles, reduce fragmentation, support learners and programs, deploy people and resources effectively, and be implemented successfully. It should also preserve what functions well under the current organization.

Reviewers from the Educational Leadership Team (ELT) and vetting team, among others, found strengths and gaps in all three models. Many said they needed more detail on reporting lines, decision authority, and staffing before they could judge how a model would work in practice. The design team will continue to refine all three models with those questions in mind.

Process to date

The design team met in late July to brainstorm and align on strategy, then refined a set of potential organization models through early September. In late September, the draft models were unveiled to ELT members prior to distribution to a 20-person vetting team. The vetting team returned its feedback in the middle of October.

What’s next

The project management team will gather feedback across and beyond the school. Meetings include SMPH leadership, vice chairs of education, regional campus deans, associate deans at peer health science schools, and Academic Affairs faculty and staff at an all-employee meeting Oct. 28. Their input, along with continued ELT feedback, will shape the next round of revisions before leaders select a path forward.

Projected timeline

• Gather (spring 2026): Interviews, focus groups, large group discussions and a survey, followed by the June 5 Academic Affairs retreat.
• Assess and create (summer and fall 2026): Develop and test models, create a strategy, and select a path forward.
• Implement (winter and spring 2027): Put the chosen structure in place, guided by the data and insights from the first two phases.

Pulse check: Let us know your thoughts

Help guide the Revitalization effort’s outcome. Take two minutes to answer two questions:

1. What’s the most important thing an organizational redesign needs to get right?
2. What do you want to know more about as this work moves ahead?

Share your thoughts using the form or email Beth Silver. We will keep responses confidential.