Strategic Plan
Purpose
The VTCSOM Strategic Plan will guide our medical school into a vibrant future. In collaboration with our parent university (Virginia Tech), our health system partner (Carilion Clinic) and other community stakeholders, we will understand the challenges and opportunities we face as a medical school and respond with a comprehensive plan to achieve feasible, sustainable and measurable objectives.
(VT credentials required)
Vision
Virginia Tech Carilion School of Medicine will be a destination for innovators who aspire to establish the nation’s premier model of 21st century medical education. Through collaboration with our health system and community partners and anchored by the Virginia Tech motto of Ut Prosim (That I May Serve), we will create transformative medical education and research promoting world-class clinical care.
Mission
To prepare physician thought leaders through innovations in medical education and cutting-edge discovery to improve the health of our communities and transform health care.
VALUES Statements
Collaboration and Excellence
We commit to collaborative excellence in all facets of academic life. We work within transdisciplinary and interprofessional teams as educators, clinicians and scholars to deepen existing and forge new relationships with our health system and university partners, as well as community leaders and organizations. We strengthen and preserve our commitment to a learning environment that emphasizes well-being and features supportive relationships between our learners and those who teach and mentor them.
Innovation and Discovery
We commit to a continuous process of innovation and discovery to build knowledge and paradigms for improved health and transformative health care. We focus on excellence in scholarship including teaching, research and the implementation of evidence-based delivery of care and lifelong learning.
Inclusive Excellence
We commit to being a continuous learning organization that recognizes inclusive excellence and cultural competency as essential. While affirming our common humanity, we expect our learners, staff, and faculty to be sensitive to and respectful of the inherent dignity and worth of each individual in our community. We embrace innovation in the pursuit of an inclusive environment promoting excellence.
Humanism and Compassion
We commit to humanism and compassion as essential for achieving learner-centered education, patient-centered care, and the enhancement of well-being and success for all. Using the art and science of medicine in the spirit of Ut Prosim (That I May Serve), we commit to creating a more compassionate and just society.
University Priority One: Advance Regional, National, and Global Impact
Goal One: Strengthen innovative and transdisciplinary research to positively impact the health of our communities and beyond
Goal Two: Scale the impact of our graduates as patient-centered physicians who will improve health and transform health care through three synergistic identities: the Lifelong Master Adaptive Learner, the Scientist Physician and the System Citizen
- Increase number of peer reviewed faculty publications by 10% over three years.
- Increase number of submitted external grant proposals by 10% over three years.
- Develop improved infrastructure and support for collaborative research, including internal processes for protected time for faculty engaged in research.
- Expand transdisciplinary research opportunities for faculty, medical students, graduate students, residents/fellows, and other learners through collaborative partnerships.
- Further develop research processes (e.g., data sharing agreements) across VT, VTCSOM and Carilion Clinic to promote collaboration and communication.
- Achieve incremental class growth.
- Obtain university and, as applicable, SCHEV approval of at least one micro-credential, graduate certificate, or advanced degree option.
- Conduct a precision education (e.g., AI learning and Identities-aligned learning outcomes) gap analysis in year one; use results to close gap by year three of implementation.
- Complete incremental growth plan including LCME application to reach 96 students per class by new building occupancy.
- Design new educational programs that support precision education pathways (e.g., micro-credentials, advanced degrees).
- Develop and implement at least three artificial intelligence learning experiences and assessments per curriculum phase, while delivering at least two Identities-aligned faculty professional development opportunities annually.
- Revise at least five courses, clerkships, electives or advanced clinical electives to explicitly integrate Identities-aligned learning outcomes and/or associated assessments.
University Priority Two: Elevate the Ut Prosim (That I May Serve) Difference
Goal Three: Support inclusive excellence across VTCSOM to better represent the communities we serve
Goal Four: Support a vibrant Roanoke community through meaningful engagement and awareness
- Expand faculty mentoring and sponsorship programs (internal and external) focused on leadership skill acquisition.
- Increase participation in Dean’s office-supported external leadership opportunities by one per year.
- Maintain level of female decanal staff at =>50%
- Increase female faculty representation to =>45%.
- Build partnerships with community organizations to promote service opportunities.
- Increase awareness of the involvement of VTCSOM in our community and region through expanded communication and marketing strategies.
- Identify and expand current opportunities for sponsorships with community organizations
- Establish one new strategically-aligned community sponsorship per year.
- Increase the total VTCSOM marketing budget by 20% per year.
University Priority Three: Be a Destination for Talent
Goal Five: Establish VTCSOM as a destination of choice for medical education and workforce and career development
Goal Six: Promote success, well-being and retention aligned with our values of collaboration and excellence
- Increase the number of promotions from assistant to associate professor by 3 per year.
- Recruit at least 10% over a 3-year rolling average of VTCSOM graduating classes to complete any portion of residency at VTCSOM/Carilion Clinic.
- Recruit at least 30% over a 3-year rolling average of VTCSOM graduating classes to match into primary care residency programs (FM, IM, Peds, IM-Peds)
- Recruit at least 20% over a 3-year rolling average of VTCSOM graduating classes to locate in Virginia for practice.
- Work with department chairs to identify faculty at year three of time in academic rank and implement an individualized readiness plan for promotion.
- Recruit VTCSOM graduates to complete residency training at VTCSOM/Carilion Clinic.
- Recruit VTCSOM graduates to match into primary care residency programs (FM, IM, Peds, IM-Peds)
- Establish/implement the accelerated pathway MD degree program
- Recruit and retain VTCSOM alumni to become Carilion Clinic physicians and VTCSOM faculty.
- Improve school-wide results on yearly professional fulfillment survey of faculty and staff.
- Implement approved career ladder plan for =/>90% of designated VTCSOM employees.
- Achieve 10% or less per year turnover rate among designated VTCSOM employees.
- Create a new VTCSOM interdepartmental committee to examine pathways for job growth (career ladder) for employees in designated position types.
- Use recommendations from the “Investing in Our People” report to enhance professional fulfillment and support career progression for employees in designated position types.
University Priority Four: Ensure Institutional Excellence
Goal Seven: Secure and expand the financial resources to support the cost of medical education
Goal Eight: Enhance the overall learning culture and environment by advancing our values of humanism and compassion
- Philanthropy: increase gifts and commitments by $1 million per year.
- For students with medical school debt, lower mean debt by 5% per year to approximate the national mean.
- Broaden overall philanthropic efforts in coordination with the ongoing Virginia Tech development campaign.
- Expand available resources for student scholarship funding and financial advising.
- Establish clinician faculty career pathways as related to time allocation resources and promotion policies by year three.
- Improve results by 5 percentage points each year on AAMC Graduation Questionnaire item pertaining to faculty professionalism (being respectful of other specialties).
- Engage academic health center partners to strengthen collaboration, support faculty success in selected career paths and to impact the health of our region.
- Focus efforts with institutional and departmental leadership to promote collegiality among faculty and residents and respect across specialties.
