Institutional Development Plan (2026-2030) | San Juan Bautista School Of Medicine

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Institutional Development Plan (2026-2030)

San Juan Bautista School of Medicine (SJBSM), founded in 1978, is a private, not-for-profit institution dedicated to advancing health education and research. Located in Caguas, Puerto Rico, SJBSM is dedicated to preparing a diverse group of health professionals. Over the years, the institution has expanded its academic offerings to include programs in Medicine, Nursing, and Public Health, reflecting its mission to address the evolving health needs of our population.

The institution operates within a dynamic healthcare environment characterized by rapid technological advancements, growing emphasis on interprofessional education, and the need for innovative solutions to improve population health. SJBSM maintains strong affiliations with hospitals, community organizations, and research centers, providing students with hands-on clinical experiences and opportunities for scholarly engagement.

As SJBSM enters the 2026–2030 planning cycle, the institution seeks to continue building upon its achievements in academic excellence, research development, and community engagement. This strategic plan serves as a roadmap to guide institutional imperatives, strengthen operational efficiency, and ensure financial sustainability while continuing to fulfill its mission of improving health outcomes for our communities.

Strategic Planning Core Committee 2026-2030

Strategic Planning Core Committee Members

Team Members	Position	Monitor/Outcomes	Data sources
Dr. Yocasta Brugal Chair	President	All outcomes	Team members reports
Dr. Irvin Maldonado	Academic Dean	Medical education of the MD, BSN, DNP and MPH academic programs discipline integration	Graduation Questionnaire; Independent Student Analysis; AAMC, MSCHE, CCNE, CEPH, and LCME reports; Learning Assessment Office reports, Course Evaluation Survey Report, Student Program Evaluation Report, grade report, graduation rate, retention rates, community services activities, and research projects.
Dr. José Ginel Rodriguez	Dean of Medicine	MD program administration	Graduation Questionnaire; Independent Student Analysis; AAMC, MSCHE, and LCME reports; Learning Assessment Office reports, Course Evaluation Survey Report, Student Program Evaluation Report, grade report, graduation rate, retention rates, community services activities, and research projects.
Mr. Jorge Torres	Dean for Administration and Human Resources	Information technology; Recruit and retain diverse faculty and staff; Manage School resources and expand funding sources	Diversity and Inclusion Committee reports; number of submitted and approved external grants, financial reports, employee evaluations.
Mr. Fernando Gonzalez	Director of Learning Assessment Office	Academic Programs Assessments	Course Evaluation Survey Report, Student Program Evaluation Report, grade report, graduation rate, retention rates, community services activities, and research projects.
Dr. Yolanda Miranda	Dean for Student Affairs	Students Services	Student services satisfaction surveys, Admission Office, Registrar Office, Financial Aid, Counseling, Student Programs effectiveness evaluation.
Dr. Elizabel de Leon	Faculty Representative	Faculty Needs	Faculty Board Reports
Dr. Ana Bermudez	Liaison Officer for Accreditation Agencies, Continuous Quality Improvement Director	Continuous Quality Improvements of Academic Programs	AAMC, MSCHE, ARC-PA, CCNE, CEPR and LCME reports; Learning Assessment Office reports.
Mr. Francisco Velazquez	Information Technology Director	Digital Resources and Infrastructure	Information Technology Assessment
Mr. Carlos Altamirano	Library Director	Library resources inventory for academic programs	Curriculum of Academic Program, Student evaluation survey report
Dr. Estela Estape	Director of SJBSM Research Center	Research among faculty and students	Annual Outcomes Report of the SJBSM Research Center
Mr. Bryan Mills	Director of Finance	School resources & expanding funding sources	Financial Reports

Strategic Imperatives Goals 2026-2030

Enhance Curriculum and Assessment Systems
Expand Interprofessional Education Opportunities
Strengthen Faculty and Researcher Recruitment and Retention
Boost Research Productivity and Funding.
Integrate Advanced Technology and AI in Education and Research.
Enhance Digital Student Services Platform.
Develop Mentorship and Career Development Programs.
Implement Holistic Wellness and Mental Health Initiatives.
Strengthen Student Retention and Success Monitoring.
Completion of the new Academic Building and modernization of facilities.
Optimize Administrative and Academic Processes and Digital Integration.
Diversify Revenue Streams.
Strengthen Alumni Engagement and Fundraising.

Alignment Matrix of Institution's goals with the Institutional Strategic Imperatives

Goals	Academic Excellence and Research Capacity	High-Quality Student-Centered Support Services	Efficient Operations and Financial Sustainability
Enhance Curriculum and Assessment Systems	X	X
Expand Interprofessional Education Opportunities	X	X
Strengthen Faculty and Researcher Recruitment and Retention	X		X
Boost Research Productivity and Funding.	X		X
Integrate Advanced Technology and AI in Education and Research.	X	X	X
Enhance Digital Student Services Platform.		X	X
Develop Mentorship and Career Development Programs.	X	X
Implement Holistic Wellness and Mental Health Initiatives.		X
Strengthen Student Retention and Success Monitoring.	X	X
Completion of the new Academic Building and modernization of facilities.	X	X	X
Optimize Administrative and Academic Processes and Digital Integration.	X	X	X
Diversify Revenue Streams.			X
Strengthen Alumni Engagement and Fundraising.			X

Action Plan for 2026-2030

Priority Area: Academic Excellence and Research Capacity

Elevate the quality of academic programs and strengthen research capabilities to position SJBSM as a leader in health education and scholarly productivity. This imperative focuses on curriculum innovation, interprofessional education, faculty development, and expansion of research initiatives.

Goal 1: Enhance Curriculum and Assessment Systems

Activities	Responsible Personnel	Time Frame	Outcome
Conduct annual curriculum review meetings for all programs.	Academic Dean, and Associate Deans	Annually	All programs undergo annual review and update.
Update assessment tools to align with accreditation standards and emerging healthcare trends.	Academic Dean, and Associate Deans	2026-2028	New assessment tools will be implemented across programs by 2028.
Establish collaborations with individuals or institutions that will support the faculty development activities	Academic Dean, Faculty Development, and Associate Deans	Annually	At least one faculty development activity per year is supported by external individuals or institutions.
Create a new academic program and/or certification program	President and Academic Dean	2027-2030	New academic and/or certification program approved by 2028.

Goal 2: Expand Interprofessional Education Opportunities

Activities	Responsible Personnel	Time Frame	Outcome
Increase the interprofessional activities between the MD, MPH, and Nursing academic programs.	Academic Dean, and Associate Deans	One interprofessional activity per year	Increase interprofessional activities by 25% by 2030.
Schedule joint simulation lab activities	Academic Dean, and Associate Deans	One joint simulation lab per year	At least 2 joint simulation sessions conducted annually.
Maintain and establish new affiliations with community programs in Puerto Rico.	Academic Dean, and Associate Deans	One new affiliation per year	90% of current affiliations are maintained and one new affiliation is approved per year.
Establish partnerships with external healthcare organizations for collaborative learning.	President, Academic Dean, and Associate Deans	One new partnership per year	Two new external partnerships will be established by 2028.
Develop a Community Service/Service Learning Department.	President	2027-2030	Implementation of the Community Service/Service Learning Department by the end of the planning period.

Goal 3: Strengthen Faculty and Researcher Recruitment and Retention

Activities	Responsible Personnel	Time Frame	Outcome
Recruit a group of diverse/qualified faculty for MD, MPH, and Nursing programs.	President, Academic Dean, and Associate Deans	Annually	10% increase in faculty diversity and research expertise by 2030.
Implement a faculty mentorship and career development program.	Academic Dean, Faculty Development, and Associate Deans	2027-2030	Retention rate of faculty improved by 15% over the planning period.
Launch annual recognition awards for research and teaching excellence.	President, Academic Dean and Research Center Director	Annually	At least 2 faculty members receive recognition annually.

Goal 4: Boost Research Productivity and Funding

Activities	Responsible Personnel	Time Frame	Outcome
Increase the research overall budget	President and Dean of Administration	Annually	An annual increase of 5% to the research budget will be evidenced.
Reinforce the Research Center to provide support for grant writing and compliance.	President and Research Center Director	Annually	20% increase in external research funding by 2030.
Continue with the organization of the Annual Research Symposiums and promote the participation of international researchers.	Research Center Director	Annually	Participation and research collaborations with international researchers increase by 20% over the planning period.
Maintain and expand the number of research affiliations and agreements with national and international universities and research groups.	President, Research Center Director	One new research affiliation and/or agreement per year	At least one new research collaboration or agreement is established annually.

Goal 5: Integrate Advanced Technology and AI in Education and Research

Activities	Responsible Personnel	Time Frame	Outcome
Increase faculty development activities and integrate AI topics, for faculty from MD, MPH and Nursing programs.	Academic Dean, Faculty Development, and Associate Deans	One new activity per year	80% of faculty participate in faculty development activities by 2029.
Improve the educational hardware & software tools and integrate AI capabilities.	Dean of Administration, IT Director	2027-2030	Updated educational & software tools by 2027.

Priority Area: High-Quality Student-Centered Support Services

Provide comprehensive, student-focused services that promote academic success, personal well-being, and professional development. This includes career counseling, mentorship programs, and wellness initiatives.

Goal 1: Enhance Digital Student Services Platform

Activities	Responsible Personnel	Time Frame	Outcome
Implement mobile access and real-time help desk for students services.	Dean of Administration, and IT Director	2027-2030	At least 90% student satisfaction with digital services.
Increase development activities (trainings) of the Students Affairs deanship personnel.	Dean of Students	One new activity per year	Train 80% of staff by 2028.

Goal 2: Develop Mentorship and Career Development Programs

Activities	Responsible Personnel	Time Frame	Outcome
Create a structured mentorship program pairing students with faculty and alumni.	Dean of Students	2027-2029	75% student participation in mentorship programs annually.
Organize quarterly career development workshops and networking events.	Dean of Students	One new activity each quarter.	At least 4 career workshops are conducted per year.
Launch an online career resource hub with job postings and internship opportunities.	Dean of Students	2027-2030	20% increase in student internship placements by 2030.

Goal 3: Implement Holistic Wellness and Mental Health Initiatives

Activities	Responsible Personnel	Time Frame	Outcome
Provide Wellness activities, including offering counseling, stress management, and health education.	Dean of Students	One new wellness activity each year	20% increase in student participation of wellness activities by 2030.
Conduct annual wellness campaigns and workshops.	Dean of Students	One new wellness campaign per semester	Student satisfaction with mental health services reaches 80% by 2029.

Goal 4: Strengthen Student Retention and Success Monitoring

Activities	Responsible Personnel	Time Frame	Outcome
Develop personalized academic support plans for at-risk students.	Dean of Students	Each semester or quarter	Retention rates increased by 10% and graduation rates by 8% over the planning period.
Train advisors to use predictive analytics for early intervention.	Dean of Students	One training course per year	100% of advisors will be trained in data-driven intervention strategies by 2028.

Priority Area: Efficient Operations and Financial Sustainability

Optimize operational processes and strengthen financial stewardship to ensure long-term institutional sustainability and growth. This imperative emphasizes resources management, infrastructure development, and diversification of revenue streams.

Goal 1: Completion of the New Academic Building and Modernization of Facilities

Activities	Responsible Personnel	Time Frame	Outcome
Finalize architectural plans and secure permits for the new building.	Dean of Administration	2027-2030	The new Academic Building will be completed by Spring 2028.
Promote a culture of sustainability by integrating eco-friendly practices into campus operations.	Dean of Administration	Annually	80% of staff trained on sustainable practices by 2029.
Develop institutional policies related to eco-friendly practices.	President, Dean of Administration	2027-2028	Full implementation of at least one eco-friendly policy by 2029.

Goal 2: Optimize Administrative and Academic Processes and Digital Integration

Activities	Responsible Personnel	Time Frame	Outcome
Maintain continuous compliance with Middle States Commission on Higher Education (MSCHE) standards through systematic evidence collection and reporting.	President, Academic Dean, and Associate Deans	Annually	MSCHE reaccreditation successfully achieved by the scheduled review date, with 100% of required documentation submitted on time.
Renew Institutional License	President, Academic Dean, and Continuous Quality Improvement Director	2026	Complete all requirements for institutional license renewal with the Puerto Rico Board of Postsecondary Institutions.
Maintain Programmatic Accreditations	President, Academic Dean, and Continuous Quality Improvement Director	Annually	Ensure ongoing compliance with programmatic accrediting bodies through annual audits and reporting submitted by each accredited academic program.
Assess and streamline administrative workflows in admissions, registration, billing, and reporting to identify inefficiencies and design automation solutions that enhance accuracy, reduce processing time, and improve user experience.	President	Annually	Presentation of an automation solution and 50% of implementation by 2028 and 100% by planning period.

Goal 3: Diversify Revenue Streams

Activities	Responsible Personnel	Time Frame	Outcome
Expand fee-for-service programs and continuing education offerings.	President, and Dean of Administration	Annually	Revenue from external programs is expected to increase by 20% by 2030.
Develop partnerships with healthcare organizations for training and consulting.	President, Academic Dean, and Associate Deans	One new partnership per year	At least 4 new partnerships established by 2030.
Launch marketing campaigns for new revenue-generating programs.	President and Dean of Administration	One new campaign per year	Continuing education enrollment grows by 15% over the planned period.
Increase the external research grants	President and Research Center Director	Annually	At least one new external research grant will be approved biannually.

Goal 4: Strengthen Alumni Engagement and Fundraising

Activities	Responsible Personnel	Time Frame	Outcome
Create an alumni engagement platform with networking and giving options.	President	2026	Raise $100,000 in scholarships and institutional support by the end of the planning period.
Organize annual alumni events and recognition programs.	Dean of Students Affairs	Annually	Alumni participation in events increases by 25% over the planning period.
Launch targeted fundraising campaigns for scholarships and infrastructure.	President	Annually	Raise $100,000 in scholarships and institutional support by the end of the planning period.