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2024-2027 Strategic Plan for the Chicago Medical School

Chicago Medical School's strategic planning process for the years 2024-2027 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.

To ensure inclusivity and diverse perspectives, a retreat was convened that brought together students, staff, faculty, administration, alumni, and community members. This collaborative gathering 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 such strategic viewpoints as diversity, equity, and inclusion; interprofessionalism; research and scientific discovery; community partnerships; and the medical school’s brand, image, and reputation.

The recommended objectives were thoroughly reviewed and refined by the Dean's Cabinet, the Dean's Executive Council, and the senior leadership of Rosalind Franklin University. This iterative process ensured that the strategic plan reflects the collective wisdom, expertise, and aspirations of the entire Chicago Medical School community.

In conclusion, the strategic plan for 2024-2027 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


  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. Implement a process to assist medical students in identifying external research opportunities in highly competitive specialties at residency and/or fellowship training programs.
  4. Establish (an) immersive, longitudinal clinical experience(s) in Phase I of the curriculum.
  5. Enhance the structure and function of the learning communities through increased integrated class participation and faculty/staff involvement.

2. Culture


  1. Improve recruitment and retention activities to strive for a CMS faculty body reflective of the diversity of our learners and surrounding community.
  2. Provide all learners with appropriate conflict resolution strategies for perceived hierarchy-related and/or competitive interprofessional situations.
  3. Implement a communications plan for prospective and admitted learners focused on CMS research strengths and expectations within a community-based medical school.
  4. Establish a plan with clinical partners to market CMS as a destination school for local and regional prospective learners.
  5. 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


  1. Develop and implement resources that address gaps in non-required DEI education and active learning events.
  2. Establish an expanded formal process to identify and recognize clinical partners who conduct exceptional interprofessional team-based care.
  3. Identify opportunities in the university’s research centers to expand CMS resources that support basic science, translational science, and clinical science research opportunities.
  4. Expand enrichment programs for the purposes increasing recruitment of local and regional prospective learners and identifying philanthropic opportunities.
  5. Implement a process focused upon increasing historically marginalized alumni engagement with the school’s recruitment and retention activities.