Chicago Medical School's strategic planning process for the years 2024-2028 was a comprehensive endeavor aimed at charting a course for excellence and innovation in medical education, research, and community engagement. The process incorporated a Strengths, Opportunities, Aspirations, and Results (SOAR) analysis, facilitated by a dedicated Steering Committee. This analysis identified key areas of focus and opportunities for growth.

Following the SOAR analysis, the Steering Committee, composed of representatives from various stakeholders, diligently deliberated to distill the findings into three main priorities. These priorities were carefully chosen to align with the institution's mission, vision, and values while addressing the evolving needs of the medical community and society at large.

A retreat that included students, staff, faculty, administration, alumni, and community members provided a platform for constructive dialogue, idea generation, and consensus-building around the identified priorities. Retreat attendees continued their work in the months thereafter, recommending a slate of objectives within the chosen priorities that incorporated a number of strategic viewpoints such as interprofessionalism, research, community partnerships, and the medical school’s branding.

The recommended objectives were thoroughly reviewed and refined by the Dean's Cabinet, the Dean's Executive Council, and the senior leadership of Βι¶ΉΤ­΄΄. This iterative process ensured that the strategic plan reflects the collective wisdom, expertise, and aspirations of the entire Chicago Medical School community, and the results of frequent meetings between the strategic planning co-chairs have further strengthened the plan’s focus.

In conclusion, the strategic plan for 2024-2028 is a testament to Chicago Medical School’s commitment to continuous improvement and excellence in medical education, research, and service. By focusing on the identified priorities and leveraging the strengths of the community, the school is poised to make significant strides in fulfilling its mission and shaping the future of healthcare.

1. Educational and Transitional Experiences

Objectives:

1. Implement a process focused upon increasing learner participation in service-learning activities that support and care for underserved populations.
2. Identify and expand best practices in meaningful interprofessional education across the curriculum.
3. Establish (an) immersive, longitudinal clinical experience(s) in Phase I of the curriculum.
4. Enhance the structure and function of the learning communities through increased integrated class participation and faculty/staff involvement.

2. Culture

Objectives:

1. Improve recruitment and retention activities to strive for a CMS faculty body from a breadth of educational backgrounds and life experiences that can best educate our students and serve the community.
2. Provide all learners with appropriate conflict resolution strategies for perceived hierarchy-related and/or competitive interprofessional situations.
3. Establish a plan with clinical partners to market CMS as a destination school for local and regional prospective learners.
4. Create an ambassador program and tool kit to expand national awareness of the medical school and its community-driven mission prospective learners, faculty, staff, and administration.

3. Resource Development

Objectives:

1. Develop resources to complement education related to community-focused patient care.
2. Establish an expanded formal process to identify and recognize clinical partners who conduct exceptional interprofessional team-based care.
3. Expand resources in CMS research to include increased assistance for medical students in identifying external research opportunities in highly competitive specialties, as well as enhanced communication of CMS research strengths.
4. Expand enrichment programs for the purposes increasing recruitment of local and regional prospective learners and identifying philanthropic opportunities.