2025-2030 VCOM Strategic Plan

Table of Contents

Overview ......................................................................................................................................................2 Strategic Plan Contributors .............................................................................................................................3 Mission, Goals, and Priorities ..........................................................................................................................7 2025-2030 Strategic Plan ..................................................................................................................................9 Strategic Goal 1: To be a leader in providing education in the art and science of osteopathic medicine. ....................................9 Strategic Goal 2: Recruit and graduate students who will address equity in healthcare....................................................... 12 Strategic Goal 3: Generate, promote, and disseminate medical knowledge in disease prevention, chronic disease management, community health, osteopathically distinct care, and public health practices. ........................................... 13 Strategic Goal 4: Advance scientific knowledge, medical education, and patient outcomes through research............................ 15 Strategic Goal 5: Serve as an advocate of osteopathic medicine, rural health, and affordable, accessible healthcare for all............. 16

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Overview

VCOM is proud to present the 2025-2030 Strategic Plan. The creation of the Strategic Plan was a collaborative process with input from faculty, staff, students, college and campus leadership, the campus Advisory Boards, and the Board of Directors. The development of the Strategic Plan began in 2023 with a review of VCOM’s Mission, Goals, and Priorities. Feedback was consistent that VCOM is mission centric; aligning its practices with its mission as evidenced by its outcomes. Several modifications to the Mission, Goals, and Priorities were suggested, many of which were organizational in nature. Other suggestions were focused on adding priorities to ensure that the college appropriately represented its daily work. While the changes improved the clarity and the organization of the Mission, Goals, and Priorities, none of the changes resulted in a need to alter the admissions policies, organizational chart, facilities, or financial plans. As the VCOM Mission Statement defines the college’s core purpose and serves as the foundation for the strategic plan, the development of the 2025-2030 VCOM Strategic Plan focused on aligning the institution's Mission, Goals, and Priorities with actionable, long-term strategies. By evaluating the college’s current position and considering internal strengths and weaknesses, as well as external opportunities, key areas for improvement or expansion were identified. Regular assessments and adjustments will ensure the plan remains relevant and effective in achieving the mission of the college. The Strategic Plan positions VCOM to advance its mission and expand upon its success over the next five years. The alignment with the college's mission, setting specific goals and objectives, creates a roadmap for implementation and continuous evaluation to ensure institutional success and that VCOM continues to be a leader in preparing globally minded, community-focused osteopathic physicians to meet the needs of rural and medically underserved populations and advancing research to improve human health.

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Strategic Plan Contributors

College-Wide Leadership Gunnar Brolinson, DO - Vice President for Research

Thim Corvin, MA - Vice President for Development and Alumni Relations Bill King, MBA - Vice President for Recruitment and Application Services Jim Rathmann, MS - Vice President for Information Technology Randy Schuller, JD - Vice President for Institutional Policy and Administrative Law Cindy Shepard Rawlins, BS - Vice President for Communications, Marketing, Website, and Publications Ward Stevens, DHSc, FACHE - Vice President for Graduate Medical Education and CEO VCOM Academic Practices H. Dean Sutphin, PhD - Vice Provost for International and Appalachian Outreach Chuck Swaha, CPA, CGMA - Vice President for Finance and Chief Financial Officer Dixie J. Tooke-Rawlins, DO, FACOFP – President John Wassel, PhD - Vice President for Facilities and Campus Operations Deborah West, EdD - Provost Virginia Campus Leadership Sofia Abraham-Hardee, DO, PhD, FACOP, FAAFP - Associate Dean for Clinical Affairs Carrie Champine, DO, FACOOG - Associate Dean for OMS IV and Graduate Medical Education Katherine Jamison, PharmD - Associate Dean for Curriculum, Assessment, and Medical Education Ronald Januchowski, DO, FACOFP - Dean for the Virginia Campus Jim Mahaney, PhD - Associate Dean for Biomedical Affairs and Research Fred Rawlins, DO - Associate Dean for Simulation and Educational Technology Whitney K. Stokes, EdD - Associate Dean for Student Affairs Carolinas Campus Leadership Lora Bennett, MD - Associate Dean for OMS IV and Graduate Medical Education Matthew D. Cannon, DO, FACOFP - Dean for the Carolinas Campus Jeff Cashman DO - Associate Dean for Curriculum, Assessment, and Medical Education David Eagerton, PhD, F-ABFT - Associate Dean for Biomedical Affairs and Research Tom Lindsey, DO - Associate Dean for Simulation and Technology Lindsey Ridgeway, PhD - Associate Dean for Student Affairs Lindsay Reed Tjiattas-Saleski, DO, MBA, FACOEP - Associate Dean for Clinical Affairs Auburn Campus Leadership Darren Beck, PhD - Associate Dean for Biomedical Affairs and Research Paul Brisson, MD, MS, FACS, FAAP, FAPWCA - Associate Dean for Simulation and Educational Technology J. Danielle McCullough, MS, PhD - Associate Dean for Curriculum, Assessment, and Medical Education

Heath Parker, DO, FACP - Dean for the Auburn Campus Johnny Stackhouse, DO - Associate Dean for Clinical Affairs David Stephen, DO - Associate Dean for OMS IV and Graduate Medical Education Jake T. Williamson, PhD - Associate Dean for Student Affairs Louisiana Campus Leadership Carrie Baker, DO, FAAP - Associate Dean for Curriculum, Assessment, and Medical Education Tom Dayberry, DO, PhD - Associate Dean for OMS IV and Graduate Medical Education

Nathan Kinnard, EdD - Associate Dean for Student Affairs Donald Langley, DO - Associate Dean for Clinical Affairs

John Lipka, MD - Associate Dean for Simulation and Educational Technology Pawel Michalak, PhD - Associate Dean for Biomedical Affairs and Research Mark Sanders, DO, JD, MPH, LLM, FACOFP, MS - Dean for the Louisiana Campus

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VCOM Board of Directors Thomas Brock Jr., MBA - Virginia Advisory Board Representative; Member, Executive Committee Nick Bruno, PhD - Louisiana Advisory Board Representative Elizabeth Cline, JD, PhD - Vice Chairman; Member, Executive and Finance Committee

Sandy Davis Jimmy Gibbs Bruce Hanks - Louisiana Advisory Board Representative

Roy E. Heaton, DO - Virginia Advisory Board Representative Bruce Holstien - Carolinas Advisory Board Representative Randal J. Kirk, JD Elizabeth McClanahan, JD Christopher B. Roberts, PhD - Auburn Advisory Board Representative Sue Ellen B. Rocovich, DO, PhD - Secretary; Member, Executive Committee John G. Rocovich, Jr., JD, LLM - Chairman; Member, Executive and Finance Committee James H. Sanford - Auburn Advisory Board Representative Raymond D. Smoot, PhD; Member, Finance Committee Daniel Wubah, PhD Advisory Board for the Virginia Campus H. Pat Artis, PhD, AF(AIAA) S(SFTE) Thomas Brock, MBA Larry Carpio, DO - Representative from the VCOM-Virginia Alumni Association Roy E. Heaton, DO Carole Pratt, DDS John G. Rocovich, Jr., JD, LLM - Chairman and Treasurer of the VCOM Board of Directors Jeanne Stosser Advisory Board for the Carolinas Campus Graham Adams, PhD Ingo Angermeier William Barnet, III Jason Hill, DO - Representative from the VCOM-Carolinas Alumni Association Bruce Holstien John G. Rocovich, Jr., JD, LLM - Chairman and Treasurer of the VCOM Board of Directors Lee Sowell Steve Trakas Alan Turfe, MBA Advisory Board for the Auburn Campus Mark Baker Martin Bonick L. Keith Granger Laura Grill Vini Nathan, PhD John G. Rocovich, Jr., JD, LLM - Chairman and Treasurer of the VCOM Board of Directors James H. Sanford David Thrasher, MD Alan Fabian Bill Flattery

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Advisory Board for the Louisiana Campus Ron Berry, DBA Nick Bruno, PhD Bruce Hanks P. Gary Jones, MD Scott McDonald Randy Morris John G. Rocovich, Jr., JD, LLM - Chairman and Treasurer of the VCOM Board of Directors Ed Williams, PhD Kristin Wolkart, RN, MHA, NEA-BC, PMP VCOM Faculty and Staff 98 faculty and staff members across the four campuses provided feedback through an anonymous survey. Faculty and staff also provided feedback through meetings with Division Officers and committees. VCOM Students 135 students from the Classes of 2024 – 2027 across the four campuses provided feedback through an anonymous survey. The student leadership listed below was tasked with compiling and submitting that input.

VCOM-Auburn Student Leadership Parker Bomar, Class of 2024 Alex Rasarmos, Class of 2024 Anthony Acholonu, Class of 2025 Sidney Ison, Class of 2025 Rikesh Patel, Class of 2026 Keenan Sweeney, Class of 2026 Adam Tickal, Class of 2026 John Adler, Class of 2027 Kainat Khan, Class of 2027 Riya Patel, Class of 2027 Jacob Adams, Class of 2027 Brock Snyder, Class of 2027 Kana Webb, Class of 2027 Cecilia Eason, Class of 2028 Robert Fulmer, Class of 2028 Rikesh Patel, Class of 2026 Keenan Sweeney, Class of 2026 Adam Tickal, Class of 2026 John Adler, Class of 2027 Kainat Khan, Class of 2027 Riya Patel, Class of 2027 Jacob Adams, Class of 2027 Brock Snyder, Class of 2027 Kana Webb, Class of 2027 Cecilia Eason, Class of 2028 Robert Fulmer, Class of 2028

VCOM-Carolinas Student Leadership Erin Collins, Class of 2024 Karen Yang, Class of 2024 Justin Battig, Class of 2025 Christopher Jue, Class of 2025 Josh Ranta, Class of 2025 Madison Benefield, Class of 2026 Erik Benson, Class of 2026 Chandler Bolles, Class of 2026 Elias Bouyounes, Class of 2026 Matthew Fitzpatrick, Class of 2026 Haegen Nelson, Class of 2026 Sanjay Singh, Class of 2026 Faith Baxter, Class of 2027 Sundeep Bhanot, Class of 2027 Kaleb Griggs, Class of 2027 Olivia McLean, Class of 2027 Hannah Oswalt, Class of 2027 Abigale Verchick, Class of 2027 Caroline Chapman, Class of 2028 Angelo Monaco, Class of 2028

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VCOM-Louisiana Student Leadership Richard Seth, Class of 2024 Sarah Sober, Class of 2024 Parth Patel, Class of 2025 Chaitanya Surakanti, Class of 2025 Madison Courville, Class of 2026

VCOM-Virginia Student Leadership Patricia Liller, Class of 2024 Howard Rainey, Class of 2024 Samantha Studer, Class of 2024 Taylor Kaye, Class of 2025 Chelsea Land, Class of 2025 Mathushana Logeswaran, Class of 2025 Samira Naeem, Class of 2025 Robleh Omar, Class of 2025 Ananya Seth, Class of 2025 Tarana Zaman, Class of 2025 Shaunak Digambar, Class of 2026 Alexa Fritz, Class of 2026 Sally Greenberg, Class of 2026 Suferah Khan, Class of 2026 Rachel Le, Class of 2026 Brooke Nelson, Class of 2026 Trina Nguyen, Class of 2026 Rachel Thomas, Class of 2026 Tobias Addis, Class of 2027 Christiana Cole, Class of 2027 Olivia Mott, Class of 2027 Mehar Nasir, Class of 2027 Chaandini Pandeti, Class of 2027 Atiya Qillawala, Class of 2027 Nitya Reddy, Class of 2027 Cameron Woo, Class of 2027

Armand Cox, Class of 2026 Spencer Hays, Class of 2026 Savannah Howie, Class of 2026 Lucy Lemanowicz, Class of 2026 Jacob Moore, Class of 2026 Alex Simmons, Class of 2026 Shyan Anderson, Class of 2027 Nicholas Cabral, Class of 2027 Kenny-Khai Vo, Class of 2027 Douglas Le, Class of 2027 Phillip Lyons, Class of 2027 Jimmy Nguyen, Class of 2027 Samantha Wilfur, Class of 2027 Jerry Boudreaux, Class of 2028 Ryan Jordan, Class of 2028

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EdwardVia College of Osteopathic Medicine Mission, Goals, and Priorities

Mission Statement The Mission of the Edward Via College of Osteopathic Medicine (VCOM) is to prepare globally minded, community focused osteopathic physicians to meet the needs of rural and medically underserved populations and advance research to improve human health. Goal 1: Be a leader in providing education in the art and science of osteopathic medicine. Priorities • Provide education in osteopathic medicine, which prioritizes the value of a body, mind, and spirit. • Provide osteopathic medical education focused on evidence-based medicine, patient centered care, the body’s innate ability to heal, the relationship of structure to function, and the clinical application of osteopathic manipulation. • Prepare students to master the foundational osteopathic core competencies. • Prepare students to pass all levels of COMLEX USA examinations successfully. • Prepare students to match successfully into accredited residency programs. • Provide students, faculty, and staff with excellent physical facilities and equipment, grounds, and resources to enhance clinical, instructional, and research functions at all campuses. • Provide students, faculty, and staff with safe and state-of-the-art information technology equipment and services. • Foster a culture of faculty and staff growth and institutional educational excellence through: o CME, faculty and staff development; o Continuous examination, review, and update of the curriculum; o Recognition for excellence in teaching; o Recognition for contributions by staff to the success of the institution; o Annual review and research on new developments and technology in medical education; and o Recognition for scholarly work among faculty related to teaching and learning. • Provide a holistic approach to student education and physician development. • Support the osteopathic medical education continuum, through the development and support of graduate medical education programs including: o Seek to match OMS 4 students to affiliated residency programs within our target region. o Provide support to existing graduate medical education programs. o Assist newly developing graduate medical education programs to meet the requirements for accreditation. o Assist graduate medical education programs in meeting the requirements of osteopathic recognition. Goal 2: Recruit and graduate students who will address equity in healthcare. Priorities • Recruit students from, and educate students in, the socioeconomically depressed regions of the Southeast United States, including the southern Appalachia and Delta regions.

• Recruit students with a strong desire to care for medically underserved populations. • Foster medical students with a desire and demonstrated commitment to an enhanced understanding of global healthcare and care for diverse populations. • Foster primary care and healthcare for all medically underserved populations. • Foster education addressing healthcare disparities through diversity, equity, and inclusion.

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Goal 3: Generate, promote, and disseminate medical knowledge in disease prevention, chronic disease management, community health, osteopathically distinct care, and public health practices. Priorities • Improve the health of those living in the Appalachian states. • Improve the health of those living in the Delta states. • Improve the health of those living in states where VCOM campuses are located and in the surrounding states. • Promote a better understanding of the importance of public health practices and compassionate care through international outreach. Goal 4: Advance scientific knowledge, medical education, and patient outcomes through research. Priorities • Promote faculty opportunities for growth through multidisciplinary biomedical, clinical, preventive medicine, educational, and osteopathic principles and practice research and scholarly activity. • Value faculty research and scholarly activity through opportunities for funding, collaboration, and promotion in rank. • Support student and resident opportunities for participation in research and scholarly activity. • Provide opportunities for research collaboration across campuses, with university partners, and with healthcare partners. Goal 5: Serve as an advocate of osteopathic medicine, rural health, and affordable, accessible healthcare for all. Priorities • Promote primary care practices. • Promote osteopathically distinct practices. • Develop a diverse workforce of physicians who will serve and care for medically underserved populations. • Provide medical outreach to rural communities and the uninsured. • Promote global health through international outreach. • Develop a portfolio of philanthropic grants and scholarships that will enhance VCOM graduates’ ability to provide care for rural and medically underserved populations.

VCOM Values VCOM’s faculty, staff, and students have embraced certain values. These values are woven into the institution and are included in how staff are evaluated, recognizing that the staff holds these values as critical to the integrity of the college. VCOM VALUES: Professionalism, integrity, duty, compassion, altruism, knowledge, and critical thinking. These are the values VCOM set forth in 2003 and are maintained today.

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The Edward Via College of Osteopathic Medicine 2025-2030 Strategic Plan

Strategic Goal 1: To be a leader in providing education in the art and science of osteopathic medicine.

Strategic Objective 1.1: Develop innovative curricular models. Action Steps: 1.1.1. Develop a rural family medicine fast track curricular program. 1.1.2. Develop a military track program that enhances military student’s clinical preparation for military residencies. 1.1.3. Enhance current global health program. 1.1.3.a. Provide global seminar on health and environment to VCOM campuses and affiliated international medical schools to enhance student education and faculty collaboration across countries. 1.1.4. Design and implement an integrated curriculum and assessment model based on requirements of the profession and the latest innovations in medical education. 1.1.5. Establish a comprehensive curriculum mapping system. 1.1.6. Establish a board preparation and advisement curriculum that integrates board preparation and test-taking strategies into the curriculum to improve board performance. Strategic Objective 1.2: Provide a holistic approach to student education and physician development. Action Steps: 1.2.1. Create a longitudinal professional development & advising program that focuses on professionalism, career advising, and soft skills. 1.2.2. Develop and implement a longitudinal holistic support program to meet the specialized needs of military affiliated students. 1.2.2.a. Create a personable orientation experience for military students. 1.2.2.b. Develop a culture and environment that embraces the interests and needs of military affiliated students. 1.2.2.c. Increase military and veteran student enrollment, retention, completion, and career success. 1.2.2.d. Increase military and veteran alumni engagement. 1.2.3. Enhance college-wide knowledge of issues and initiatives to enhance college wide diversity and inclusion as it relates to legal issues, diversity of our campuses, and support of a diverse student, faculty and staff body. 1.2.4. Utilize VCOM’s Diversity and Inclusion Committees to make recommendations to promote equity and fairness on our campuses, and to engage our faculty, staff, and students in a manner that all feel engaged, valued, and productive.

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Strategic Objective 1.3: Support the osteopathic medical education continuum, through the development and support of graduate medical education programs. Action Steps: 1.3.1. Assure the total affiliated PGY-1 GME positions equal the number of graduates by campus region. 1.3.1.a. Identify naive hospitals with strong GME potential by service region and meet with potential "realistic" new partners. 1.3.1.b. Encourage hospitals in cap building period to apply for new programs during each year of cap building period. 1.3.1.c. Expand the GME-affiliations at UME core sites to enhance residency options for VCOM graduates annually. 1.3.2. Provide year-over-year increases in the number of graduates entering residencies in VCOM-affiliated programs, VCOM home states, and Appalachian and Delta States. 1.3.2.a. Promote VCOM core hospital affiliated residency programs through an OMS 3-year on campus event each year. 1.3.2.b. Provide a virtual residency fair each year to include all programs in VCOM home states and Appalachian and Delta States. 1.3.2.c. Each year offer opportunities for affiliated programs to participate in events at VCOM campuses. 1.3.3. Strengthen/renew relationships with VCOM-affiliated GME sites. 1.3.3.a. Update service offering based on 2024 survey results. 1.3.3.b. Develop marketing materials and a GME webpage for VCOM affiliated GME sites. 1.3.3.c. Update GME affiliation agreements as needed at all sites. 1.3.3.d. Develop a formalized GME consortium to provide continual feedback to VCOM on GME support offerings. 1.3.4. Support development of at least one new osteopathically recognized program by campus region. 1.3.5. Serve as an accreditation resource for new sponsoring institutions, programs and programs seeking osteopathic recognition. 1.3.5.a. Develop a comprehensive "library" of sample policies, applications, etc. that can used by new programs. 1.3.5.b. Develop staff through participation in annual meetings, membership in AOGME and AACOM Fellowship as budget permits each year. Strategic Objective 1.4: Foster a culture of faculty and staff growth and institutional educational excellence. Action Steps: 1.4.1. Improve the current comprehensive review of all employees by ensuring a faculty and staff evaluation process that has touch points throughout the year, prior to the annual activity report. 1.4.2. Improve recognition of meritorious performance of faculty and staff with internal and external recognition. 1.4.2.a. Increase the number of faculty and staff recognitions on social media, website, College publications, and media communications. 1.4.3. Review pay bands and requirements every 3 years, locally and nationally, to assure competitive compensation. 1.4.4. Conduct a comprehensive review of appointment, promotion, and tenure policies and practices a minimum of every 3 years to assure faculty advancement is achieved and encouraged.

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1.4.5. Enhance employee benefits: 1.4.5.a. Allow up to 5 unused vacation days to roll over after the end of the fiscal year (June 30), with the option to use them by July 31 of the same calendar year. 1.4.5.b. Create an employee sick leave sharing bank that allows employees to donate up to 8 hours of vacation or sick leave each fiscal year for use by employees experiencing significant medical issues. 1.4.6. Create an online employee application system for ease of submission and review. 1.4.7. Enhance the faculty and staff development offerings and develop a reward system for those who participate in continuous improvement. 1.4.8. Create a staff development grant program that allows staff who are not allotted continuing education funds to apply for funding to pursue upskilling or reskilling opportunities that will enhance their knowledge and performance. 1.4.9. Expand CME sponsorship to our core hospital partners for both allopathic and osteopathic physicians. 1.4.10. Expand CME offerings for our clinical faculty. 1.4.11. Offer CME for clinical faculty related to global health. 1.4.11.a Establish a formal certificate program in global health for VCOM preceptors who participate in the international program. 1.4.12. Further develop the employee onboarding program. 1.4.13. Continue recruiting professionally qualified faculty, staff, administration who have attained records of achievement or can demonstrate such likelihood of achievement in their fields of specialty. Strategic Objective 1.5: Provide students, faculty, and staff with excellent physical facilities and equipment, grounds, and resources to enhance clinical, instructional, and research functions at all campuses. Action Steps: 1.5.1. Maintain a no-deferred maintenance policy on each campus. 1.5.2. Develop a plan to enhance the Virginia and Carolinas older campuses and ensure they remain as state-of-the-art facilities. 1.5.3. Ensure continued accessibility on all campuses for those with disabilities and for those with special needs related to health, childbirth, and diversity. Strategic Objective 1.6: Provide students, faculty, and staff with safe and state-of-the-art information technology equipment and services. Action Steps: 1.6.1. Develop an enhanced educational management program for OMS 3 and OMS 4-year students. 1.6.2. Implement new technologies to support student learning including Toltec Labs, VLMS, and AI learning resources. 1.6.3. Expand cyber-security programs for all learning environments. Strategic Objective 1.7: Expand awareness of the College and its Mission and innovative educational programs to a wide audience across the southeast US and nationally. Action Steps: 1.7.1. Develop and execute a plan to annually increase external communications using a variety of channels and annual reviews of data-backed analysis for communications, marketing, and online projects, including website, publications, marketing and advertising, social media platforms, video, public relations, and media relations.

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1.7.2. Prepare new impact publications for each campus to highlight the value that VCOM has brought to the regions where our campuses are located. 1.7.3. Increase the awareness of the number of osteopathic physicians in the state and alumni practicing within the state and region. 1.7.4. Enhance the marketing communications plan to inspire and position stakeholders as advocates and supporters for the college and its mission. 1.7.5. Implement a comprehensive and multifaceted approach to reaching policymakers at the local, state, and federal level.

Strategic Goal 2: Recruit and graduate students who will address equity in healthcare.

Strategic Objective 2.1: Recruit students from, and educate students in, the

socioeconomically depressed regions of the Southeast United States, including the southern Appalachia and Delta regions.

Action Steps: 2.1.1. Marketing division to increase online digital target and social media marketing to prospective students to increase audience reach and engagement. 2.1.2. Provide informative recruitment marketing materials that will be updated annually to include at a minimum VCOM’s student outcomes, research opportunities, and unique opportunities such as international and Appalachian outreach. 2.1.3. Increase traffic of new visitors to the VCOM website annually to continue to serve as one of the top sources that prospective students use to find out about VCOM and begin considering applications to the college. 2.1.4. The National Recruiting Office will hold 50 events per year in target states that surround VCOM campuses and selected national events, with a focus on potential applicants who meet our mission. 2.1.5. The National Recruiting Office, in collaboration with the Admissions Office on each campus will organize a minimum of 16 VCOM-specific Zoom recruitment events. 2.1.6. The Admissions Office on each VCOM campus will hold a minimum of 30 recruitment events at in-state college campuses within their state per year. 2.1.7. Expand the recruitment to student groups beyond pre-med student populations. 2.4.1. Increase high school pipeline programs for each campus. 2.1.9. Increase opportunities for rural students, second career students, and students seeking to improve admissions criteria through Master’s in Biomedical Sciences programs. 2.1.10. Design and evaluate new application evaluation methods and tools to enhance the recruitment and selection process. 2.1.11. Grow the internal VCOM scholarship endowment to include additional awards for OMS 1 students. 2.1.12. Work with the VCOM Office of Development and Alumni Affairs to encourage development of new sources of scholarships such as hospitals served by our students and graduates, alumni, foundations, and other organizations. 2.1.13. Create internships within VCOM’s International Outreach Division for students from VCOM’s affiliated undergraduate institutions (VT, AU, ULM) who are interested in osteopathic medicine.

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Strategic Objective 2.2: Inspire students and alumni to maintain a lifelong connection to VCOM. Action Steps: 2.2.1. Communicate strategically with students and graduates to create and enhance affinity for and loyalty to the College. 2.2.2 Showcase VCOM graduates to increase pride among alumni, students, faculty, and staff. 2.2.3. Develop a VCOM alumni magazine and enhanced website presence to increase communication about special event offerings to expand opportunities for alumni involvement. 2.2.4. Enhance and establish connections between alumni and students through alumni mentoring programs and engagement of alumni as clinical faculty for career specific rotations. 2.2.5. Recruit and support an active and engaged Alumni Advisory Board on each campus. Strategic Goal 3: Generate, promote, and disseminate medical knowledge in disease prevention, chronic disease management, community health, osteopathically distinct care, and public health practices. Strategic Objective 3.1: Increase and improve upon VCOM’s clinical facilities for each campus to offer distinct osteopathic medical practices offering primary care, sports medicine, and ONMM. Action Steps: 3.1.1. Complete/develop VCOM-Louisiana’s primary care clinic to offer family medicine, ONMM, and sports medicine. 3.1.1.a Develop a sports medicine fellowship and an ONMM residency on the Louisiana campus. 3.1.1.b. Collaborate with St. Francis Medical Center to house education for the family medicine residency program. 3.1.2. Purchase/develop a new clinical building for VCOM-Virginia’s sports medicine and ONMM practice and affiliate this practice with a local family medicine residency clinic. 3.1.3. Continue to strengthen relationships with local hospitals in the New River and Roanoke Valley for osteopathically distinct primary care residencies. 3.1.4. Develop an ONMM clinic for the Carolinas campus in partnership with Spartanburg Medical Center’s family medicine residency program in order to establish a future ONMM3 residency. 3.1.5. Develop an ONMM3 residency on the Auburn campus. 3.1.6. Explore preventive medicine, geriatric, and addiction medicine fellowships.

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Strategic Objective 3.2: Offer mobile clinics to rural communities that offer disease prevention, chronic disease management, community health, osteopathically distinct care, and public health practices. Action Steps: 3.2.1. Implement new outreach mobile clinics for all VCOM campuses. 3.2.2. Provide support to faculty and students in developing projects for the preventive medicine and public health research requirement. 3.2.3. Promote student clinical research in VCOM's rural and underserved clinic locations. 3.2.3.a. Provide opportunities for students to disseminate case reports and epidemiological research. 3.2.4. Assist faculty providing rural and medically underserved outreach to promote VCOM's community outreach efforts to provide compassionate patient care and public health information to the local communities where VCOM serves. 3.2.5. Create web pages with campus-specific information and faculty contacts for outreach programs and initiatives. 3.2.6. Assist each campus outreach team with promotional materials to recruit community partners and to provide information for community members in need of medical care. 3.2.7. Promote outreach activities through social media and the VCOM website. Strategic Objective 3.3: Improve the health of those living in states where VCOM campuses are located and in the surrounding states. Action Steps: 3.3.1. Expand Early Clinical Experience (ECE) opportunities that improve community health by integrating ECEs throughout the OMS 1 and OMS 2 years. 3.3.2. Expand opportunities for community clinical outreach projects. 3.3.3. Collaborate with other universities and colleges within our region to develop healthcare degree programs to meet the needs of the states we serve in the Appalachian and Delta regions. 3.3.4. Strengthen primary health system relationships with hospitals in our campus communities in order to create academic health center models for medical and healthcare solutions. Strategic Objective 3.4: Provide quality international clinical experiences through VCOM’s international continuous care clinics and affiliated hospitals. Action Steps: 3.4.1. Provide faculty development online seminars for physicians and clinical directors at VCOM affiliated international sites to enhance their skills and knowledge. 3.4.2. Provide weekly seminars for VCOM students on an international clinical rotation, clinic directors, and medical staff to enhance learning and collaboration. 3.4.3. Annually assess public health needs at each of VCOM’s affiliated international clinics in order to advance community health and population health to design and adapt programs to address both current and emerging public health needs in VCOM international sites.

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Strategic Goal 4: Advance scientific knowledge, medical education, and patient outcomes through research.

Strategic Objective 4.1: Promote faculty opportunities for growth through

multidisciplinary biomedical, clinical, preventive medicine, educational, and osteopathic principles and practice research and scholarly activity.

Action Steps: 4.1.1. Provide opportunities for research collaboration across campuses, with university and healthcare partners. 4.1.1.a. Each campus will formulate and submit a plan for research collaboration with university partners that demonstrates the potential for and success of the private-public partnership for collaboration and innovation through research. 4.1.1.b. Each campus will formulate and submit a plan for research collaboration with healthcare partners that demonstrates the potential for and success of the academic-healthcare partnerships in research and innovation. 4.1.1.c. Continue to grow collaborations across VCOM campuses annually. 4.1.2. Enhance biomedical and clinical research in the areas of cancer, neuroscience, neurological injury, neurodegenerative disease, and musculoskeletal research by creating collaborations with partnering universities, local hospitals, and VCOM’s international clinical sites. 4.1.2.a. Identify areas of opportunity and establish collaborations. 4.1.2.b. Establish multidisciplinary teams for each area. 4.1.3. Assess and ensure information technology resources are available to support research annually. 4.1.4. Assess and ensure library resources are available in areas needed by VCOM researchers annually. 4.1.5. Value faculty research and scholarly activity through opportunities for funding, collaboration, and promotion in rank. 4.1.6. Recognize faculty for research and scholarly activity accomplishments through college communications channels, including social media, website, publications and outside media, including AOA, AACOM, partnering institutions, local and state news, and other venues as applicable. Strategic Objective 4.2: Support student opportunities for participation in research and scholarly activity. Action Steps: 4.2.1. Develop a database of existing faculty research and research interests. 4.2.2. Identify faculty with an interest in international or rural health research to mentor student groups wishing to conduct community-based research in those settings. 4.2.3. Develop set guidelines for student participation in research projects that includes the faculty mentor, their available projects, and the number of students per project (each faculty member should mentor a minimum of 5 students annually). 4.1.2.c. Provide seed funding for multidisciplinary team research. 4.1.2.d. Collect data, analyze and interpret for initial publications. 4.1.2.e. Submit proposals for external funding.

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Strategic Objective 4.3: Support resident opportunities for participation in research and scholarly activity. Action Steps: 4.3.1. Develop and provide resident online educational program on research methods annually. 4.3.2. Encourage resident research poster presentations on each campus during the annual research day, with opportunity for resident awards. 4.3.3. Provide technical assistance for resident research where needed through the VCOM Research Office.

Strategic Goal 5: Serve as an advocate of osteopathic medicine, rural health, and affordable, accessible healthcare for all.

Strategic Objective 5.1: Increase the number of VCOM graduates entering practice in our target region, with attention to rural and medically underserved areas. Action Steps: 5.1.1. Create a new awareness campaign for “What is a DO?”. 5.1.2. Advocate for osteopathic medicine, rural health, and affordable accessible healthcare for all, in all marketing plans through written communications and multimedia for the website, publications, social media, and distribution to community publications and media. 5.1.3. Build a robust scholarship program for students who will enter practice in rural or medically underserved areas in our target region. Strategic Objective 5.2: Increase the number of osteopathic colleges involved in research, the number of DO principal investigators, and the number of osteopathic-focused research proposals to NIH. Action Steps: 5.2.1. Increase awareness of and opportunities for osteopathic research through the National Center for Complementary and Integrative Health (NCCIH). 5.2.2. Continue to advocate for national osteopathic organizations to end "credential diversity disparity” in National Institutes of Health (NIH) funding recipients. 5.2.3. Encourage osteopathic faculty to enroll in NIH's Early Career Reviewer Program (ECR). 5.2.4. Develop materials and resources to support early career osteopathic physicians to develop and refine their research ideas and submit proposals. 5.2.5. Understand and disseminate NCCIH’s expanded definition of integrative health, which now includes "whole person health, that is, empowering individuals, families, communities, and populations to improve their health in multiple interconnected domains: biological, behavioral, social, and environmental." 5.2.6. Increase efforts for representation of osteopathic physicians on NIH committees beyond NCCIH.

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Strategic Objective 5.3: Develop a portfolio of philanthropic grants and scholarships that will enhance VCOM graduates’ ability to provide care for rural and medically underserved populations. Action Steps: 5.3.1. Develop a culture of philanthropic investment to further increase grants and giving, with a future goal of $8 million annually. 5.3.2. Develop a robust pipeline to prepare alumni, donors and prospective donors to make increasingly significant current and planned gifts to all areas of the College. 5.3.3. Appoint experienced Directors on each campus to engage and capitalize on relationships with key leaders and potential donors. 5.3.4. Partner across all VCOM campuses to increase productivity in corporate and foundation grants. 5.3.5. Implement a comprehensive stewardship plan to increase donor engagement and continued giving. 5.3.6. Create innovative and effective programs to increase student, faculty and staff engagement in philanthropy. 5.3.7. Use a comprehensive advancement model to build and enhance annual giving, planned giving, and major and principal gifts. 5.3.8. Pursue new ways to provide access and to ease the process of donating to the college. 5.3.9. Embark on a major comprehensive endowment campaign designed to create significant and permanent endowments for scholarships, faculty and program support.

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