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Steering the Mission: Steve Bogdewic, PhD

Emily McKnight • 12/4/17

Steering the Mission: Steve Bogdewic, PhD

As one of the largest medical schools in the country, Indiana University School of Medicine has positioned itself as a leader in medical education and research, leaving one of the largest footprints in health care in the nation. With nine regional campus locations across the state and a unique partnership with a statewide health system, the driving force behind the school’s continuum of medical advancement is comprised of a multidisciplinary team of student, faculty and staff leaders who make up the Strategic Planning Steering Committee (SPSC). At the forefront of that committee is Steve Bogdewic, PhD, executive vice dean for IU School of Medicine.

A former pilot for the United States Navy, Dr. Bogdewic’s professional experience in academic medicine spans more than 30 years. In his current role as executive vice dean, he is responsible for school-wide strategic planning, departmental reviews, and the school’s strategic alignment with the health care system. In addition, Dr. Bogdewic holds faculty appointments in the Departments of Family Medicine and Pediatrics, as well as the School of Public and Environmental Affairs at Indiana University Purdue University – Indianapolis (IUPUI). Read more about Dr. Bogdewic and the SPSC in this Q&A:

Why was the SPSC formed? How did you go about selecting its committee members?
Shortly after completing the Liaison Committee on Medical Education (LCME) reaccreditation process, Dean Jay Hess announced that the school would be engaging in strategic planning, a responsibility that falls under my role as executive vice dean. The immediate challenge I faced was one of determining how one of the largest medical schools in the country can involve as many members as possible in developing a plan for the future. The solution was to create a steering committee that would design and guide an inclusive process for developing an overarching strategic plan for the school. Since inception, the SPSC has broken into six individual working groups to advance each of the school’s six core priorities. The selection process involved contacting deans, department chairs, members of other internal committees, medical student leaders and faculty at large for the names of individuals who are “big thinkers” willing to think outside of the box.

What goals does the SPSC hope to achieve for IU School of Medicine?
Six individual working groups have been formed within the SPSC to focus on the six core priorities that we as a committee have set for the school. Those priorities include:

  1. Improve the health of Indiana’s citizens
  2. Promote excellence and innovation in medical and biomedical education
  3. Ensure the vitality of members of the IU School of Medicine community by creating positive and equitable learning and work environments statewide
  4. Build on the strengths of IU School of Medicine and our health partners’ statewide footprint to advance the tripartite mission
  5. Advance science and clinical knowledge in areas where IU School of Medicine can be distinctive and internationally recognized
  6. Translate our discoveries into new diagnostics, treatments and cures

At this early stage, these priorities are quite general. The goal, however, is to develop aspirational goals within each of these priority areas that will enable the school to fulfill its vision and promise to “Transform health care through quality, innovation and education, and make Indiana one of the nation’s healthiest states.”

In addition to having six working groups addressing each of these priority areas, what other steps are being taken to help the SPSC meet their goals?
Brynne Belinger-Rogers has been hired as director of strategic planning and will help to coordinate the committee’s planning efforts. Each of the executive associate deans are now responsible for providing support for the mission area for which they have responsibility, and we have ensured that no limits have been placed on the six working groups to give them full reign for creativity and approach in addressing their target area.

What challenges, if any, has the SPSC run into since inception?
The main challenge the SPSC faces is that of ensuring adequate representation through town halls, electronic means, campus visits and attendance at key meetings for the voices of all who want to contribute and be heard.

What do you see as the future for IU School of Medicine?
There is no other state that has a footprint quite like IU School of Medicine with our nine campus locations across the state of Indiana. Furthermore, few, if any, states have a health system partner with a similar statewide footprint. Therefore, I believe that we have the reach, the will and the talent to create a model for health in Indiana that will set the bar nationally.

If you were to give a one-line description of “What it is to be IU School of Medicine,” what would it be?
It is the privilege of working with remarkably talented and dedicated colleagues at every level to bring better health care to those we serve.

Outside of your responsibilities and roles within the School of Medicine and IUPUI, how do you spend your time?
As a licensed marriage, family and child counselor, I do still see patients on occasion and I love conducting faculty development workshops. Beyond that, I have an old T-shirt that reads, “If it’s physical, it’s therapy,” so I like just about any form of exercise. Last but not least, I love spending time with my wife and our two girls (two Labrador retrievers).

You previously served as a pilot in the U.S. Navy. Do you think your military experience and training helped to prepare you for your role in academic medicine? If so, how?
Being in the military means being continually focused on “the mission.” That orientation has served me well in academic medicine. I am always able to bring my thinking around to our mission – what we value and what we are trying to accomplish.


Emily McKnight

Content Marketing Manager

Emily is the content marketing manager within the Dean's Office of Strategic Communications.