he
opportunity to contribute to the growth of an important, complicated
institution lured John Deeley from New York
to the University of Miami
School of Medicine this winter. As the new vice president for administration,
operations, and planning, Deeley brings more than 25 years of experience
in academic medicine to the medical school. It’s a career he
loves because of the knowledge that society benefits from everything
a medical
center is able to accomplish.
“I’m proud to be part of the team that supports the mission
of the school, the goals of the dean, and the pursuits of the faculty,” says
Deeley, who was vice dean for administration at the New York University
School of Medicine prior to coming to UM. “Discovery happens
at all levels. Being involved in it gets me up in the morning and
keeps
me moving.”
Building a cohesive organizational team that
will move the school forward is Deeley’s No. 1 mission.
Moving up is critical, he says, because it will enable the school
to keep attracting the best people. “If
you can show that you’re on a growth curve, that you’re
taking some risks, that you’re going to build it, then they will
come,” Deeley
says. “You have to raise a lot of money to do that—we’re
putting together the plans now to show just what it will take.”
This vision for growth comes, of course, at
a time of significant financial challenge for the University. “It was clear we needed additional
business expertise to help,” says John G. Clarkson, M.D., senior
vice president for medical affairs and dean of the School of Medicine.
The school offered the new position to Deeley, Clarkson says, because “in
tough situations he’s made a huge difference.”
At NYU Deeley developed a ten-year plan to grow
while eliminating a huge budget deficit. He presided over substantial
construction and renovation
and the hiring of a new leadership team. Before being recruited to
New York, he spent 20 years at Harvard Medical School, most recently
as administrative
dean for finance and business.
Deeley talks forcefully about the importance of
a strong basic science operation with a strong link to clinicians.
He will lead new strategic
thinking about the administration of the research enterprise to ensure
that translational research is having the greatest possible impact
on the delivery of health care.
Creating the most effective administration for the
entire school is foremost on Deeley’s mind. “We have a commitment to manage the school
in a way that addresses its uniqueness, that responds to its needs,” Deeley
says. “This is an enormously complicated organization with lots of
risk and lots of challenges.
“Moving it forward is a real adventure and it’s great to be
part of that.”
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