CONTENTS MESSAGE FROM THE DEAN ................................................................................................. 2 COLLEGE OF MEDICINE—BEGINNINGS AND PROMISE ...................................... 3 “Reach for the Stars” ............................................................................................................... 3 Approving a New College of Medicine ................................................................................ 3 Building the Anchor for a “Medical City” ............................................................................ 5 OUR Medical School ............................................................................................................... 7 A College of Medicine Ahead of Its Time ........................................................................... 7 Doctor of Medicine............................................................................................................. 8 Biomedical Education ....................................................................................................... 10 Biomedical Research ......................................................................................................... 11 Medical Education Research ........................................................................................... 12 Medical-related Research .................................................................................................. 13 Clinical and Health-related Research.............................................................................. 14 Clinical Practice.................................................................................................................. 14 Strategic Planning in the College of Medicine ................................................................... 14 THE 2009-2014 COLLEGE OF MEDICINE STRATEGIC PLAN ................................ 16 Groundbreaking Identity....................................................................................................... 16 College of Medicine Mission ................................................................................................ 16 College of Medicine Values .................................................................................................. 17 College of Medicine Vision ................................................................................................... 18 College of Medicine Goals .................................................................................................... 18 College of Medicine Strategic Initiatives............................................................................. 19 STRATEGIC OBJECTIVES ...................................................................................................... 21 Strategic Objectives—Hope for the Future ....................................................................... 21 SI-1: Create and Implement an Exemplary M.D. Program ............................................. 22 SI-2: Develop Innovative Educational Models and Provide Leadership in the Integration of Advanced Simulation Approaches in Medical Education ........ 23 SI-3: Design and Implement a World-Class Knowledge Management System for Medical Education .................................................................................................... 23 SI-4: Establish, Conduct and Coordinate Effective Graduate Medical Education and Continuing Medical Education Programs ............................................................ 24 SI-5: Provide Comprehensive Baccalaureate and Master’s Biomedical Sciences Programs Focusing on Academic, Research and Workforce Preparation ...... 24 SI-6: Achieve Excellence in the Biomedical Sciences Doctoral Program that Leads to National Prominence ............................................................................................... 25 SI-7: Build an Outstanding Biomedical Research Enterprise that Spans the Entire Health Care Spectrum from Bench to Bedside that Is Nationally Recognized for Its Excellence ...................................................................................................... 25 SI-8: Achieve Excellence in Innovative Medical Education Research .......................... 25 SI-9: Implement Education and Research Initiatives on Patient Safety and Quality Health Care ................................................................................................................ 26 SI-10: Establish an Exemplary Faculty Practice with Innovative Models of Care that Will Best Serve Our College and the Community in an Era of Health Care Evolution and Transformation............................................................................... 26 SI-11: Create Diverse Structures and Sources for Long-term Support of the College and Its Missions ........................................................................................................ 26 SI-12: Create a Culture that Makes the College of Medicine Become the Institution of Choice for Patients, Students, Faculty and Staff ................................................. 27
MISSION, VISION, VALUES AND GOALS biomedical
care
central
education
diversity
delivery
dignity
excellence
discovery
health
healthcare improve individuals knowledge medical medicine mission patient research
innovative
open
transform understand
STRATEGIC INITIATIVES AND OBJECTIVES activities
advanced
clinical
CME
delivery
development
faculty
assessment best biomedical care college comprehensive curriculum diverse
funding GME
doctoral education
healthcare
educational
initiatives
enhance
innovative
knowledge-management learning management
medical medical-education needs
opportunities
practice
partnerships
programs
quality
medicine
patient
models
post-doctoral
research
researchers safety simulation students support system technologies
Strategic Plan 2009-2014
MESSAGE FROM THE DEAN The creation of the UCF College of Medicine represents the next step in the growth of the University of Central Florida. The College of Medicine is another milestone in the university’s strategic plan that will lead to UCF being the nation’s leading metropolitan research university and providing leadership and service to the Central Florida citystate. The College of Medicine and the M.D. program were the missing ingredients in the mix of programs needed to achieve that vision.
Dean Deborah C. German, M.D.
The future is NOW! The College of Medicine will seek and use knowledge to create a healthier world. Our currency is knowledge. Knowledge in discovery is research, knowledge in transmission is education and knowledge in service is patient care.
We are building an M.D. program that will produce highly competent, caring and compassionate physicians. The college includes the very respected undergraduate and graduate programs in Molecular Biology and Microbiology, Biotechnology and Biomedical Sciences. The successful biomedical research programs in the Burnett School of Biomedical Sciences are poised to take off with the addition of new biomedical research facilities at Lake Nona and the opportunity to add new faculty. Our clinical faculty teaching in the M.D. program will have active practices in Central Florida and provide the face for the College of Medicine to numerous patients, applying their knowledge in patient-centered relationships. In all we do, we will seek to enhance and strengthen relationships with patients, colleagues, students and community through research, education and service. The College of Medicine exists in part because of excellent planning during the past several years. The proposal for the college identified the need for an M.D. program to address physician shortages and enhance the economy, and provided the initial vision of what the college would be and how it would function. The development plan resulted in very significant resources that would enable the physical facilities at Lake Nona. The college self-study and associated detailed database prepared for the Liaison Committee on Medical Education addressed all of the relevant accreditation standards and filled out the initial vision for how the M.D. program would get started and its direction of growth. These plans are our starting point for a strategic plan that looks ahead and articulates a long term vision for the college. Our vision for the University of Central Florida College of Medicine is that it becomes the nation’s premier 21st century college of medicine. This strategic plan creates a focused set of strategic initiatives that will lead to major advances in accomplishing the goals that represent our vision. These initiatives will exist in a relationship-based environment that fosters the discovery, transmission and application of medical knowledge for the Central Florida city-state, the state of Florida and the nation. I urge all members of the college—students, faculty members, staff members, partners and friends—to join in supporting us as we “reach for the stars” and create the nation’s premier 21st century college of medicine. Deborah C. German Deborah C. German, M.D. Dean, UCF College of Medicine June 2009
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College of Medicine COLLEGE OF MEDICINE—BEGINNINGS AND PROMISE
“Reach for the Stars”
“Reach for the Stars,” the official UCF slogan, was coined by charter President Charles Millican to inspire students, faculty and staff to stretch beyond their limits, to strive for new heights and achievements. At the same time that UCF was in its infancy, Walt Disney World was also being created. WDW has been marketed as the place “where dreams come true,” and Orlando has become a symbol of optimism. Orlando and the Central Florida region have emerged as a “city-state”—a region consisting of one or more historic central cities surrounded by cities and towns which have a shared identification, function as a single zone for trade, commerce and communication, and are characterized by social, economic and environmental interdependence. UCF and the Central Florida city-state comprise an ideal community and academic setting for the new college of medicine.
The College of Medicine complements the original vision for the university and supports its new vision “to become a new kind of university that provides leadership and service to the Central Florida city‐state.”
The “dream” for the UCF College of Medicine is that it becomes the nation’s premier 21st century college of medicine. We have begun building the college with the latest integrated approach to medical education, state-of-the-art technical capabilities and biomedical research. We are creating partnerships with our community that will allow us to transform clinical care, provide leadership and service in the Central Florida city-state and, as President Millican would say, “reach for the stars.”
Approving a New College of Medicine The first steps toward bringing undergraduate medical education to the University of Central Florida were taken in 1998, when UCF and the University of South Florida (USF) began developing a Program in Medical Science (PIMS) to address the looming shortage of Florida physicians. The PIMS program would allow students to take one to two years of the basic science courses at UCF and then complete the medical program at USF in Tampa. Although the Board of Regents supported the program, it was not approved by the legislature. Subsequently, USF and UCF created a joint program for interdisciplinary health professions education and research that permits selected UCF undergraduate students to accelerate their attainment of a medical degree, completing three years at UCF through The Burnett Honors College and then transferring to USF to begin their work toward a medical degree. In November 2003, in response to statewide health care workforce concerns, the UCF Board of Trustees asked the university administration to study the feasibility of creating a stand-alone medical training program at UCF. The findings of a study by MGT of America, Inc. identified a national and state shortage of physicians and pointed to UCF and Orlando as having a strong ability to support a college of medicine. In addition, the study cited the economic benefits that both the institution and the Greater Orlando area would receive as a result of a medical program at UCF. At that time, the study estimated the average annual impact per existing medical school to the state’s economy at $2.7 billion. 3
The expected physician shortage in the region motivated the initial partnership‐based efforts to create the opportunity for students to earn an M.D. degree at UCF.
The university received very strong support for a College of Medicine by the entire Central Florida community. The proposal for a College of Medicine was unanimously supported by the UCF Faculty Senate. Financial support by the Central Florida community supported the building costs for a new College of Medicine. The UCF College of Medicine was officially approved on May 30, 2006.
Strategic Plan 2009-2014 Support from the Central Florida health care community for the UCF College of Medicine has been very strong. Endorsements for a UCF medical college were received from medical societies and individuals across Central Florida. In addition, various chambers of commerce and community groups expressed strong support. Interviews conducted by MGT staff documented strong community support as well. During these early stages of the planning process, UCF received a substantial donation in support of biomedical education and research. In 2004, Al and Nancy Burnett donated $10 million (state-matched for a total of $20 million) to UCF to establish the UCF Burnett College of Biomedical Sciences. In a statement issued to the press, the Burnetts expressed hope that their donation would lead to the establishment of a medical college at UCF. At the January 2005 Florida Board of Governors meeting, UCF President John C. Hitt outlined the university’s medical college initiative. His presentation highlighted the following three key points: the shortage of physicians nationally and in Florida, problems with student access to medical education in the state and the economic impact of a medical college in Central Florida—compelling reasons for a medical college in Orlando. Over the next six months, both President Hitt and Provost Terry Hickey made numerous presentations to local and regional groups about the possibility of establishing a medical college at UCF, gaining the support of many members of the Central Florida business community, including CEOs from Florida Hospital and Orlando Health and the Orange County Medical Society, among others. In early July 2005, a draft proposal was completed and the medical degree proposal was reviewed and unanimously supported by the graduate council of the university. Later that month, the Faculty Senate voted unanimously to support the establishment of a medical college at UCF. In September 2005, the M.D. degree proposal was presented to the UCF Board of Trustees that endorsed the proposal and recommended that it be sent to the Florida Board of Governors for favorable consideration. The M.D. degree program proposal was submitted to the Board of Governors’ staff in September 2005. Community support for the program was increasing and was given a major boost with the gift of 50 acres of land at Lake Nona and a $12.5 million challenge gift by the Tavistock Group. This gift provided the opportunity to create the UCF Health Sciences Campus at Lake Nona. Strong community response to this challenge gift has resulted in raising more than $100 million for the UCF College of Medicine to support building costs. President Hitt announces the Tavistock gift
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College of Medicine President Hitt presented the modified proposal with the community donations to the Board of Governors in January 2006. The program and establishment of a College of Medicine were approved by the Board of Governors on March 23, 2006, by the legislature on May 18, 2006 and by the Governor on May 30, 2006. The approvals were the culmination of several years of planning. Dean Deborah C. German, M.D., was appointed in December 2006 and an accreditation team was formed. The plans and database for the M.D. program were submitted in April 2007 and were initially reviewed by the Liaison Committee on Medical Education (LCME) in June 2007. The LCME concluded that UCF was making sufficient progress to warrant a formal site visit in December 2007. In August 2007, the Burnett College of Biomedical Sciences became the Burnett School of Biomedical Sciences functioning as a department in the College of Medicine and providing additional faculty to support the M.D. program. Following its December 2007 site visit, the LCME review team prepared a strongly worded, positive report of what they saw. The LCME formally reviewed the report in February 2008 and granted preliminary accreditation to the UCF College of Medicine. This was the first step in the accreditation process and allowed the college to begin recruiting students to be admitted for the fall 2009 term. With the approval for the M.D. program and associated College of Medicine, the successful fundraising effort, including the land for the UCF Health Sciences Campus at Lake Nona, and preliminary accreditation from the LCME, UCF was positioned to be the anchor for the medical city at Lake Nona.
Building the Anchor for a “Medical City” Comprehensive and innovative, the UCF Health Sciences Campus at Lake Nona will be a state-of-the-art complex for medical education, health sciences education and biomedical research. The 50-acre campus is located about 25 miles south of the UCF Orlando campus and will be home to the UCF College of Medicine. The campus includes the Medical Education Building and the Burnett Biomedical Sciences Building and will include the UCF College of Nursing in the future. The medical school has proved to serve as a magnet for a medical city. Within walking distance will be the Burnham Institute for Medical Research, a University of Florida research facility, the Orlando Veterans Affairs Medical Center, the Nemours Children’s Hospital, the M.D. Anderson Cancer Center Orlando Cancer Research Institute and more.
The College of Medicine received LCME Preliminary Accreditation in February 2008. The 168,000‐square‐foot Medical Education Building will be the primary basic science education space for 240 students in their first two years of the M.D. program. The Medical Education Building will be the home of the Harriet F. Ginsburg Health Sciences Library.
Rendering of Medical Education Building
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M.D. Anderson Cancer Center Orlando’s Cancer Research Institute will temporarily occupy the fifth floor of the UCF Burnett Biomedical Sciences Building while it obtains a facility at Lake Nona.
Strategic Plan 2009-2014 The four-story College of Medicine Medical Education Building is 168,000 square feet of innovation and cutting-edge technology that will open for medical education classes in fall 2010. Home to the Harriet F. Ginsburg Health Sciences Library, a Clinical Skills Center and a Simulation Resource Center, the complex will provide an ideal environment for students. Instruction for the entering charter class for the 2009-2010 year will be conducted at the interim college facility in the University Tower adjacent to the main UCF campus. Opening in summer 2009, the 198,000-square-foot Burnett Biomedical Sciences Building is an integral part of the UCF College of Medicine. The building is five stories of state-of-the-art equipment and space for biomedical researchers. Also housing a major transgenic animal facility and three Biosafety Level Three laboratories, the facility will be an ideal environment for faculty and students to advance medical research.
“The College of Medicine and the life sciences cluster in the medical city are projected to generate over $7.6 billion in annual economic activity by 2017." —Arduin, Laffer & Moore Econometrics, 2008
The College of Medicine is a perfect example of leveraging partnerships to support the Central Florida city‐state and the state of Florida.
Rendering of the Burnett Biomedical Sciences Building
The approval of the College of Medicine and its location at Lake Nona have provided the impetus for creating a medical city. The economic impact study supporting the college suggested significant biomedical research growth. The insights from that study are being realized at an unprecedented rate. Within five months of the approval of the College of Medicine, the Burnham Institute for Medical Research announced plans to establish a presence at Lake Nona and moved into its new Lake Nona research facility in spring 2009. Burnham has established a partnership with Florida Hospital for a Clinical Research Institute to focus on the diagnosis, prevention and cure of Medical City at Lake Nona diabetes and obesity. The University of Florida has announced that it will co-locate a research facility within NEMOURS VA Burnham’s campus. M.D. Anderson Cancer Center UCF Orlando’s Cancer Research TOWN CENTER Institute will temporarily occupy the fifth floor of the UCF Burnett Biomedical Sciences BURNHAM Building while it obtains a facility at Lake Nona. Beyond research 6
College of Medicine
facilities, the Department of Veterans Affairs has decided to locate its $656 million Orlando Veterans Affairs Medical Center adjacent to the UCF Health Sciences campus. Finally, Nemours Foundation has broken ground on a specialty children’s hospital and Florida Hospital has purchased 100 acres near the medical city that could be a future hospital site. The medical city is rapidly taking shape, anchored by the UCF College of Medicine.
OUR Medical School
The development of the College of Medicine has been a true community effort. The approach has been to create OUR medical school—belonging to and supporting the Central Florida community. As a major partnership university, UCF has fully engaged the local community. The president, the provost and the dean have made numerous presentations and attended meetings with community partners, including the county delegations, the Florida Public Health Association, the Burnham Institute for Medical Research, the Department of Veterans Affairs, the Winter Park Health Foundation, the East Orlando Chamber of Commerce, the Metro Orlando Economic Development Commission, Celebration Health, Florida Hospital, Orlando Health and many other hospitals and organizations. Affiliation agreements are in place with the major hospital systems in Orlando. Florida Hospital and Orlando Health have each signed overarching affiliation agreements indicating their commitment to provide a clinical training environment for UCF’s medical students and clinical faculty. More detailed agreements have been developed that specify the details of arrangements for clinical clerkships and electives for third year and fourth year medical students. Affiliation agreements for student clinical experiences have also been signed with Lakeside Behavioral Healthcare and the Orange County Health Department. A general affiliation agreement has been signed by the Orlando Veterans Affairs Medical Center leadership and is currently being reviewed in Washington, D.C. for approval, and the College of Medicine is working closely with the VA. In addition, discussions are underway with Nemours regarding medical education and clinical affiliations. Not only are organizations rallying to support the new College of Medicine, individuals are doing the same. The local physician community is very interested in supporting the college and its innovative curriculum. Over 830 local physicians have formally volunteered to serve as faculty, preceptors and mentors for our medical students and have been appointed as affiliate and volunteer faculty in the college. In addition, individuals, community leaders and organizations have committed over $7 million to provide full four-year tuition and living expense scholarships for the charter class of 40 students. This unique program is further testimony that the College of Medicine is OUR college, belonging to the entire community.
A College of Medicine Ahead of Its Time Imagine a college of medicine where you could see the founding faculty members, the founding dean and many staff members who helped open its first buildings—and ask them about the excitement they felt in starting a new institution. Imagine a college of medicine where clinical practice and basic science are addressed in the same 7
Affiliation agreements with local hospitals provide opportunities for our clinical faculty to practice and create meaningful clinical educational experiences for our students. The full four‐year scholarship program for the charter class is the first of its kind in American medical schools.
Strategic Plan 2009-2014
Academic programs: B.S. Molecular Biology and Microbiology
breath and the medical and biomedical curricula reflect that symbiotic relationship. Imagine a college of medicine that uses cutting-edge and innovative approaches to teach the physicians and researchers of tomorrow. Imagine a college of medicine that is fully integrated with its community and thrives on its clinical and research partnerships. What you imagine is a reality at the UCF College of Medicine.
M.S. Molecular Biology and Microbiology
In addition to the new M.D. degree, the College of Medicine offers a broad range of educational programs including undergraduate degrees in Molecular Biology and Microbiology, Biotechnology, and Medical Laboratory Sciences; master’s degrees in Molecular Biology and Microbiology; and Biotechnology; and an interdisciplinary doctor of philosophy degree in Biomedical Sciences. These programs are described in more detail in the following sections.
M.S. Biotechnology
Doctor of Medicine
B.S. Medical Laboratory Sciences B.S. Biotechnology
Ph.D. Biomedical Sciences M.D. Doctor of Medicine
The learning experience in the M.D. program at the University of Central Florida will be a unique and exciting blend of state-of-the-art technology, virtual patients, clinical experiences, laboratory experiences, research, facilitator-directed small group sessions and interactive didactic lectures. We have developed innovative simulation and animation experiences explicitly for the study of medicine that integrate and reinforce the curriculum. From basic science concepts to clinical diagnoses and treatment, the human patient mannequin simulators and online interactive virtual patients enhance and complement learning.
Our M.D. students will use their passion to focus on a medical research‐based project during their first two years. Our integrated curriculum requires high levels of faculty and student collaboration.
The M.D. program curriculum at UCF fully integrates basic and clinical sciences across all four years. The first two years of the curriculum are structured into modules, with the first year focusing on a fundamental understanding of how the various basic science disciplines relate to the normal human body. The second year takes an organ systembased approach and applies the basic knowledge of the first year to the study of clinical disease, pathological processes and treatment. In concert with these aspects of medicine, the program presents psychosocial issues, cultural differences, communication skills and physical diagnosis skills as they relate to the different topics in medicine. An exciting component of the M.D. program curriculum at UCF is best described by the dean as “keep the dream alive!” A Focused Individualized Research Experience (FIRE) module extends throughout the first two years, during which each student is involved in a research project of his or her own choosing. The scope of these projects is limited only by the student’s imagination and may include every aspect of medicine from bench or clinical research, quality of care, hospitality in medicine, quality of life, disease prevention, legal aspects of medicine and an unlimited variety of other topics. Each student will work with a mentor to develop an individualized project or area of study that focuses on the student’s interest and career plans in health and medicine. 8
College of Medicine
Clinical experiences continue throughout the first two years in the Community of Practice. At least twice a month, students will work with community preceptors in a variety of settings, including primary care, specialty practices and hospital-based practices. These clinical experiences provide students the opportunity to observe the application of their studies to real patients, as they gain experience in communication, history taking, physical exam skills and cultural competency in the Practice of Medicine module. The third and fourth years of the curriculum are devoted to clinical experience through clerkships and electives. Fundamental knowledge from the first two years is reinforced through lectures, simulations, journal clubs and conferences during the core clerkships. The third year students rotate through a set of required core clerkships in Internal and Family Medicine, General Surgery, Pediatrics, Obstetrics and Gynecology, Psychiatry and Neurology. In addition to these core rotations, students participate in three twoweek electives where they have an opportunity to choose from a selection of surgical and other specialty areas. The fourth year students rotate through four weeks each of Emergency Medicine, Critical Care, and two Acting Internships. Of the remaining six months of the year, four are devoted to electives through which students can gain additional clinical experiences locally or nationally. The remaining two months can be used for another elective, study and further research or residency interviews. Students finish the fourth year with a three-week capstone experience that provides preparation for internship, leadership training and teaching experience. Educational experiences throughout the curriculum are designed to enhance the learning environment, emphasize student-centered learning, encourage application and synthesis of information and foster an appreciation of life-long learning. All modalities of learning are incorporated into the curriculum, including simulation, Web-based activities and clinical cases, team-based learning, problem-based learning and standardized patient encounters. Interactive didactic lectures comprise approximately 30 percent of the academic curriculum and include the use of the latest in educational technology, including audience response systems. Full-time faculty members from the Medical Education Department, the Clinical Sciences Departments and the Burnett School of Biomedical Sciences, along with affiliated, adjunct and volunteer faculty members from the community, are responsible for developing and delivering the curriculum.
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The College of Medicine environment creates a lifelong learning culture that will ensure that our M.D. graduates will always have the latest knowledge needed to provide cutting‐edge treatment for their patients. Over 830 affiliate and volunteer faculty members help to deliver a strong clinical education as advisors, mentors, preceptors, lecturers and small‐group facilitators.
Strategic Plan 2009-2014
The unique Knowledge Management System for medical education fully integrates both formative and summative assessment throughout the curriculum to enrich student learning and continuously improve the medical education program.
To provide additional support for the faculty members and the students, an integrated Knowledge Management System (KMS) provides instant access to all curricular materials and ties instructional activities and student performance to intended student learning objectives. The assessment and evaluation component provides continuous and immediate feedback to students and faculty on student performance to help identify areas for improvement. Audience response system
Clinical skills evaluation
Small group problem solving
Lab or practical items
Teambased learning
KMS (Assessment and Evaluation)
• Program objectives • Module outcomes
Individual student report
Individual students
Computerbased exams and quizzes
Instructional module report
Student promotion and evaluation committees
Module directors
Curriculum report
Curriculum committee
The Microbiology baccalaureate program, approved in 1967, is one of the original UCF degree programs. Molecular Biology and Microbiology is the second largest undergraduate major at UCF.
Overall, the four-year medical curriculum at UCF is designed to integrate basic science and clinical medicine, imbue students with an appreciation of cultural diversity and the need for sensitivity in treating patients, foster professionalism in all interactions and ignite a passion for lifelong learning. Biomedical Education
The Burnett School of Biomedical Sciences is an integral part of the College of Medicine. In addition to the M.D. program education, the College of Medicine has undergraduate and graduate programs housed in the Burnett School of Biomedical Sciences. The College of Medicine is committed to excellence in undergraduate and graduate education. We are committed to building innovative interdisciplinary research programs and discovering solutions for important biomedical problems, all while providing a highly creative environment to foster our educational programs. The university has a forty-year history of education and research in the biomedical sciences. The B.S. in Medical Laboratory Sciences was established in 1965; the B.S. in Microbiology was established in 1967; and the Master's program in Microbiology was established in 1981. The latter two became programs in Molecular Biology and Microbiology in fall 1990. An interdisciplinary Ph.D. program in Biomedical Sciences was established in fall 2001. With the inclusion of the Burnett School of Biomedical Sciences into the College of Medicine, these programs are now College of Medicine
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College of Medicine programs along with two new degree programs in biotechnology at the baccalaureate and master’s levels. The bachelor’s programs in molecular biology and microbiology and in biotechnology are intended to prepare students for entry into professional schools in health sciences such as medical school, dental school and veterinary medicine school or graduate school, or to enter the technical work force in biotechnology, pharmaceutical or other medical technology industries. The undergraduate programs are among the fastest growing in the university with an average annual growth rate of 15-16% in the past several years. In fall 2008, 1,942 undergraduate students were enrolled in these programs. Students may enrich their education by participating in one of several student organizations or by working with a faculty member on directed research. The diverse research interests of the faculty in the department create a unique environment for interdisciplinary research. The school encourages and strongly supports participation of undergraduates in the exciting research being conducted by the faculty. A total of 107 graduate students were enrolled in fall 2008, including 74 doctoral students and 9 students in the new master’s degree in biotechnology. The interdisciplinary Ph.D. program accommodates all aspects of biomedical science in the broadest sense of the term. This program involves participation by faculty conducting research in this area irrespective of academic affiliation. Currently, the major faculty participants are from the departments of Molecular Biology and Microbiology, Biology and Chemistry, the Biomolecular Science Center and the Nanoscience Technology Center. This interdisciplinary education produces scientists who are not only capable of doing independent research, but who can also work as part of interdisciplinary teams to solve important problems in biomedical sciences.
The biomedical sciences doctoral program is one of two interdisciplinary doctoral degree programs at UCF. Research: • • •
Biomedical Research
The college conducts interdisciplinary research in molecular and genomic bases of diseases and therapeutics primarily in four areas: cancer, cardiovascular disease, infectious diseases and neurodegenerative diseases. Significant new research results are being achieved in the development of new vaccine delivery methods. In 2007-2008, these research programs generated nearly $10.5 million in external funding. In addition, the school has formed active partnerships with other units, such as the College of Optics and Photonics and the Nanoscience Technology Center, to build interdisciplinary research and education programs for the innovative application of photonics and nanoscience to biomedical problems. Cancer research in our laboratories includes the following areas: 1) investigation of ways to limit metastasis in prostate and breast cancer; 2) regulation of gene expression, gene silencing and telomere homeostasis in cancer cells; 3) regulation of growth and apoptosis and understanding defects in genes that alter these processes; 4) molecular studies of tumors in the nervous system and how cells communicate to regulate cell growth; 5) the rational design of novel anticancer therapeutic
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$10.5 million in external funding 70 journal articles/reviews 49 patent applications and disclosures—11 approved
College of Medicine researchers are on the cutting edge of new discoveries for the treatment and prevention of disease. Dr. James Turkson has developed two new compounds that show early promise for destroying breast cancer tumors.
Strategic Plan 2009-2014
Dr. Annette Khaled uses innovative computational models and gene expression manipulation to develop new understanding of how Interleukin‐7 regulates the death and proliferation of lymphocytes.
agents that target DNA and kill tumor cells; and 6) new diagnostic screening tests that detect cancer at an early stage when tumor cells are in a primary tissue of origin. Current research in cardiovascular science at UCF focuses on both the acquisition of fundamental knowledge about how the cardiovascular system functions as well as practical application of knowledge to treat cardiovascular disease. Focus areas include elucidation of molecular/cellular signaling events that control heart development, inflammatory vascular disease, cardiac hypertrophy/heart failure and programmed cell death. Additional areas of focus include mapping and functional characterization of brainstem neuro-regulatory mechanisms of cardiovascular function and application of stem cell therapies for the treatment of ischemic heart disease.
Nearly 3 million people die annually of AIDS, malaria kills approximately 2.7 million people each year, tuberculosis causes one-quarter of all preventable adult deaths and Crohn’s disease, a chronic debilitating intestinal disorder, affects more than two million people. Cholera and “staph” infection are major public health problems. These diseases as well as other bacterial toxins and nasal carriage of Staphylococcus aureus staph bacteria are all being studied by our faculty. Current research programs in the College of Medicine are focused on these major diseases. The main objectives include understanding of innate ability of humans to resist bacterial and viral infection, development of new diagnostic methods and identification of targets for developing novel therapeutic agents to treat such infectious diseases. Another important line of research involves discovering more effective methods of delivering vaccines. A very promising approach includes using plants that are genetically modified with disease genes to create an oral vaccine that is both effective and easily distributed.
Dr. Henry Daniell and his team have developed a vaccine that can be delivered in oral form that early research shows is highly effective against the plague.
Neurodegenerative diseases, which result from loss of cells in the brain and spinal cord, affect millions worldwide. Common neurodegenerative diseases include Alzheimer’s disease, Parkinson’s disease, Huntington’s disease, ALS, multiple sclerosis and stroke. Unfortunately, cures and effective treatments for these devastating diseases are lacking, causing great suffering for patients and family members. Through their research, our principal investigators hope to remedy these problems by increasing our understanding of the mechanisms and pathways of neurodegenerative disease. Their ultimate goal is to develop new and more effective treatments.
Medical Education Research
Research in medical education is a priority for the College of Medicine. To ensure that students, as well as future residents, successfully acquire the knowledge, skills, attitudes and behaviors of world-class physicians, the COM follows students’ progress through the Knowledge Management System. This system captures data from the curriculum and links instructional content, delivery methods, learning objectives and student performance in an integrated fashion. From these data, information regarding best teaching and learning methods, methods of assessment, areas of curricular strengths and areas needing improvement will be identified. The curriculum will make extensive use of medical cases to motivate and integrate basic science topics and will provide 12
College of Medicine significant opportunities for students to use newly developed simulation tools and applications to deepen their medical understanding. The Knowledge Management System will include sufficient data to allow faculty to determine the effectiveness of those advanced engagement strategies. The impact of curricular change as the COM matures, as well as the introduction of novel teaching and assessment methods, can be monitored and analyzed for effectiveness in meeting the learning objectives for students and the program as a whole. In addition, ongoing research in medical education provides faculty opportunities for professional development and collaboration with other academic institutions. Medical-related Research
The Knowledge Management System with its integrated assessment system will provide a unique framework to examine what works and what does not work in medical education.
In addition to these biomedical and medical education research areas, the College of Medicine is partnering with the other colleges at UCF to create a unique research mission. It is building on the nationally and internationally recognized basic research programs already present at UCF to create a niche focus on the biomedical applications of Optics and Photonics, Simulation, Nanoscience, Engineering and Information Technology. During the month of September 2007, the college jointly sponsored five Centers of Excellence proposals in these areas. The college will recruit scientists to its faculty and will attract research and technological enterprises to the Central Florida area for partnership with the research faculty at UCF. The dean of the College of Medicine has shared the research vision with the faculty and deans of the other colleges, and the colleges have expressed strong interest in working with the College of Medicine and building on their medical-related research. The College of Medicine Medical Education Building at Lake Nona will have a simulation center that supports both teaching and simulation research space. A photonics laboratory is included in the Burnett Biomedical Sciences Building at the UCF Health Sciences Campus at Lake Nona. The Rosen College of Hospitality Management will incorporate the hospitality dimensions of health care. The medical-related simulation research at the UCF Institute for Simulation and Training ranges from development of algorithms for 3-D endoscopic surgery simulation to the use of interactive virtual and mixed reality simulation for rehabilitation of patients with brain injuries. Specific projects include: cognitive modeling, human factors, human patient simulator, interactive surgical simulation, endoscopic surgery simulation, team training/team dynamics, mixed reality rehabilitation for brain injuries, 3-D anatomical imaging and emergency medical management training. Related research in human factors adds the psychological dimension. Medical-related research in the College of Optics and Photonics includes development of biomedical sensors, medical and biomedical applications of lightemitting diodes and medical optics.
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The medical education program will make heavy use of simulation and will partner with the UCF Institute for Simulation and Training to identify more effective ways to use simulation in medical education.
Strategic Plan 2009-2014
College of Medicine faculty members will be heavily engaged in clinical and health‐ related research, particularly research projects that involve the local community.
Clinical and Health-related Research
As the college increases the number of full-time clinical faculty, the opportunities for an extensive clinical research program will evolve. In addition, new clinical faculty will collaborate with colleagues in other colleges such as the College of Health and Public Affairs and the Rosen College of Hospitality Management and with other external entities to address health and health care-related research issues. For example, a new clinical faculty member is the principal investigator on a collaborative project involving faculty from the Department of Medical Education, Institute for Simulation and Training and clinical faculty from the Veteran Affairs Medical Center-Charleston to examine the utility of using game-based technologies to develop an effective, motivating practice environment for the acquisition and maintenance of relapse prevention skills for individuals with alcohol use disorders. In addition, the College of Medicine, the College of Health and Public Affairs, and other partners, including other medical schools around the state, local health care providers and the Department of Health, received a $15.4 million grant to support Orange County’s involvement in the National Children’s Study that will examine the effects of environmental influences on the health and development of more than 100,000 children across the United States, following them from before birth until age 21.
Clinical faculty are currently practicing at the Orlando VA Medical Center, Orlando Health, and UCF Health Services.
Clinical Practice
The College of Medicine is establishing a clinical practice to provide opportunities for clinical faculty in the college to practice and provide learning opportunities for medical students. It is intended that most clinical faculty will have an active practice to provide a current framework for their instruction of medical students. Some clinical faculty will have practice associations with local practices and hospitals, such as Orlando Health and the Orlando Veterans Affairs Medical Center. The development of college’s clinical mission is a particularly important area for the strategic plan. Over time the college will develop clinical services that are integrated with the college’s teaching and research activities.
Strategic Planning in the College of Medicine Strategic planning has been the foundation for the establishment of the College of Medicine. The various background studies described in the introduction led to the development of the original proposal for the M.D. program and the parent College of Medicine. We have been in a continuing and ongoing planning mode since the program and college were approved by the Governor. The inclusion of the Burnett School of Biomedical Sciences resulted in absorbing all of the associated plans for its programs and facilities, including the new biomedical sciences research building at Lake Nona.
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College of Medicine More detailed planning for the M.D. program and the college has taken place in the development of the planning self-study and associated database that was prepared for the accreditation review by the Liaison Committee on Medical Education (LCME). This documentation is a combination of strategic and operational planning that is focused on the immediate implementation of the M.D. program and supporting organization in the context of a longer term vision. The preparation of that documentation led to the development of the mission, values, vision and a set of goals for the college. Many of the detailed directions in the planning self-study represent strategic actions supporting those goals. Most of that documentation focused on the M.D. educational program. To create this view, we constituted a small team to coordinate the development of the strategic plan. The premise for the plan is that it is to focus on things “strategic.” We recognized that there were many activities in the college essential for its ongoing operation. However, rather than create a master operational plan, we have opted for limiting the focus to specific areas that will have the greatest contribution to achieving our vision. The team developed an initial draft of the plan that incorporated all of the materials and issues that had been developed, including the self-study, cabinet meeting minutes, town hall minutes, and results from individual interviews with senior staff members. We used several focus groups to provide additional insight. The resulting draft plan provided a basis for further discussion and review. Feedback was sought from all members of the college. The cabinet was responsible for recommending the final plan to the dean. The following sections describe the College of Medicine strategic plan for 2009-2014, including the strategic objectives established for each initiative.
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“Today’s uncertain times require us to be more agile, adaptive and attuned to changing needs than in the past, making strategic planning and thoughtful implementation a dynamic, ongoing process.” —UCF Strategic Plan: 2009 Our strategic plan is nimble. As we launch the college, new opportunities arise every day, and we are maintaining a position of flexibility while keeping our sight on the vision of being the nation’s premier 21st century college of medicine.
Strategic Plan 2009-2014
Groundbreaking education—medical and biomedical Groundbreaking research—bench to bedside Groundbreaking clinical care—patient safety and quality health care Our culture puts people and relationships first and recognizes that education, research and patient care are valued in their ability to better the human condition. We achieve excellence in these areas through a focus on access to knowledge, continuous improvement, diversity and use of partnerships.
THE 2009-2014 COLLEGE OF MEDICINE STRATEGIC PLAN Groundbreaking Identity As part of a major metropolitan research university, the UCF College of Medicine is fully committed to serving its surrounding region, playing a key role in the economic development and overall quality of life in the region. The college seeks to be extraordinary in all that we do with performance that exceeds expectations. Our long term vision is to become “the best of the best.” The college is striving to offer the best education possible to medical students and to undergraduate and graduate students in biomedical sciences. The curricula for all programs represent the cutting edge of medical and biomedical education that is delivered by faculty members with extensive teaching experience, outstanding research backgrounds and exemplary clinical practice. The creation of the college is a true community effort as we strive to build OUR medical school—belonging to and supporting the Central Florida city-state. We will be a major economic driver for Central Florida and have a major impact on the quality and delivery of health care in the metropolitan region. As the college’s new medical education and biomedical research facilities complete their rise from the ground, the college is also embarking on a path for groundbreaking education and biomedical research, along with a collaborative approach to improving health care delivery in the metropolitan area. This groundbreaking approach, built on the significant strengths of the university, creates an identity for the college that will guide its future development. The strategies articulated in this strategic plan prescribe the general blueprint for the future health of the college. The UCF College of Medicine’s mission is comprehensive, its vision ambitious, its goals challenging and its core values unambiguous. The College of Medicine Strategic Plan is a map for the future of medical education at UCF and in Central Florida that will direct the college in realizing its aspirations.
College of Medicine Mission The mission of the UCF College of Medicine clearly establishes the college as a major force in a leading metropolitan research university. The mission identifies our purpose, our stakeholders and what we do both for and with them.
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College of Medicine College of Medicine Mission The University of Central Florida College of Medicine educates and inspires individuals to be exemplary physicians, leaders in medicine, scholars in discovery and adopters of innovative technology to improve the health and well‐being of all. Our patient‐centered mission is achieved by outstanding medical care and services, groundbreaking research and leading edge medical and biomedical education in an environment enriched by diversity.
College of Medicine Values The College of Medicine values comprise the guiding principles that direct the actions of the college, its students and its employees. College of Medicine Values We value the individual worth, dignity and well‐being of those with whom we teach, study, work and serve. The core values that guide our conduct, performance and decisions and that form the foundation for our relationships are: • Excellence—to achieve the highest standards in everything we do • Integrity—to be honest, ethical and consistent in our actions • Patient‐centricity—to focus on the health and wellness of patients in all that we do • Knowledge‐centricity—to discover, create, value, evaluate and share knowledge • Creativity—to be curious, open and innovative • Collaboration—to work together regardless of organizational boundaries • Communication—to listen and be open and transparent with students, patients and colleagues • Diversity—to be inclusive and value differences • Reverence—to treat each person with respect and dignity and value his or her being • Compassion—to treat others with kindness and empathy • Dedication—to maintain commitment to the mission • Service—to understand and respond to the needs of individuals and the community
COLLEGE OF MEDICINE MISSION: We provide undergraduate, graduate and professional medical and biomedical education by developing broad knowledge and skills, fostering professional behavior, stimulating intellectual growth and nurturing caring and compassionate attitudes. We advance the frontiers of basic and applied research to further the understanding and treatment of disease, improve health care, and enhance medical education. We provide knowledgeable and compassionate care for patients. We partner with our community and other institutions to meet workforce needs, conduct interdisciplinary research, provide medical education, improve health care delivery and promote health for the public good.
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Strategic Plan 2009-2014
COLLEGE OF MEDICINE VISION: Be the nation’s premier 21st century college of medicine! UCF GOALS: Offer the best undergraduate education available in Florida Achieve international prominence in key programs of graduate study and research Provide international focus to our curricula and research programs
College of Medicine Vision In the context of its mission and values, the College of Medicine vision describes our desired end state. College of Medicine Vision The University of Central Florida College of Medicine will be the nation’s premier 21st century college of medicine—a national leader in education, research and patient care, recognized for supporting and empowering its students and faculty to realize their passion for discovery, healing, health and life, and for its ability to create partnerships to transform medical education and health care.
College of Medicine Goals The goals express what it will take to achieve the college’s vision. College of Medicine Goals Goal 1: Achieve excellence in medical and biomedical education Goal 2: Excel in research and discovery in biomedical science, medical education and health care Goal 3 Provide outstanding individualized patient care while transforming health care delivery Goal 4: Be America’s leading partnership college of medicine Goal 5: Establish a diversified self‐sustaining infrastructure to support future operations
Become more inclusive and diverse Be America’s leading partnership university UCF CREED: • • • • •
Integrity Scholarship Community Creativity Excellence
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College of Medicine College of Medicine Strategic Initiatives Twelve strategic initiatives represent particular areas of focus for directing future College of Medicine activity leading to our vision of becoming the nation’s premier 21st century college of medicine. The strategic initiatives are the foundation for this strategic plan and support the college goals. The strategic initiatives are grouped in similar areas and the numbering does not represent a priority listing. College of Medicine Strategic Initiatives
Our strategic initiatives are carefully selected areas of focus that will distinguish the College of Medicine and help us make significant progress toward our goals and vision.
Strategic Initiative 1: Create and implement an exemplary M.D. program Strategic Initiative 2: Develop innovative educational models and provide leadership in the integration of advanced simulation approaches in medical education Strategic Initiative 3: Design and implement a world‐class knowledge management system for medical education Strategic Initiative 4: Establish, conduct and coordinate effective graduate medical education and continuing medical education programs Strategic Initiative 5: Provide comprehensive baccalaureate and master’s biomedical sciences programs focusing on academic, research and workforce preparation Strategic Initiative 6: Achieve excellence in the biomedical sciences doctoral program that leads to national prominence Strategic Initiative 7: Build an outstanding biomedical research enterprise that spans the entire spectrum from bench to bedside that is nationally recognized for its excellence
Exemplary medical and biomedical education: • • • •
M.D. program Undergraduate programs Master’s programs Biomedical Ph.D. program
Knowledge management and assessment for medical education
Strategic Initiative 8: Achieve excellence in innovative medical education research
Biomedical and medical research
Strategic Initiative 9: Implement education and research initiatives on patient safety and quality health care
Strategic Initiative 10: Establish an exemplary faculty practice with innovative models of care that will best serve our college and the community in an era of health care evolution and transformation Strategic Initiative 11: Create diverse structures and sources for long‐term support of the college and its missions Strategic Initiative 12: Create a culture that makes the College of Medicine become the institution of choice for patients, students, faculty and staff
Innovative faculty practice and clinical care Patient safety and quality Culture of EXCELLENCE
The following figure indicates how each strategic initiative supports one or more college goals.
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Strategic Plan 2009-2014
Create and implement an exemplary M.D. program
Develop innovative educational models and provide leadership in the integration of advanced simulation approaches in medical education SI 3 Design and implement a world‐class knowledge management system for medical education SI 4 Establish, conduct and coordinate effective graduate medical education and continuing medical education programs SI 5 Provide comprehensive baccalaureate and master’s biomedical sciences programs focusing on academic, research and workforce preparation SI 6 Achieve excellence in the biomedical sciences doctoral program that leads to national prominence SI 7 Build an outstanding biomedical research enterprise that spans the entire spectrum from bench to bedside that is nationally recognized for its excellence SI 8 Achieve excellence in innovative medical education research SI 9 Implement education and research initiatives on patient safety and quality health care SI 10 Establish an exemplary faculty practice with innovative models of care that will best serve our college and the community in an era of health care evolution and transformation SI 11 Create diverse structures and sources for long‐term support of the college and its missions SI 12 Create a culture that makes the College of Medicine the institution of choice for patients, students, faculty and staff.
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Be America’s leading partnership college of medicine Establish a diversified self‐sustaining infrastructure to support future operations
Provide outstanding individualized patient care while transforming health care delivery
Excel in research and discovery in biomedical science, medical education and health care
Strategic Initiatives SI 1
Achieve excellence in medical and biomedical education
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College of Medicine
STRATEGIC OBJECTIVES Strategic Objectives—Hope for the Future
The human body experiences a powerful gravitational pull in the direction of hope. That is why a patient’s hopes are the physician’s secret weapon. They are the hidden ingredients of any prescription. —Norman Cousins
Our strategic initiatives focus on education, research and patient care.
The twelve strategic initiatives described in this plan are broad statements of direction that will help us focus the college’s creative and management efforts on selected areas of our mission to help the college move forward toward our vision. Each of the strategic initiatives is supported by several focused strategic objectives that are more specific directions that will drive our shorter term actions that ultimately support our strategic initiatives. The strategic objectives are the not-so-hidden ingredients that provide hope for achieving our vision of being the nation’s premier 21st century college of medicine. Over the past four decades, UCF has developed strong undergraduate and graduate programs in biomedical sciences. The growth of these programs and a continual increase in the quality of the student body are complemented by the national recognition received by faculty members for their research and creative activities. Many strategic objectives build on this biomedical foundation to create outstanding medical education programs and undergraduate and graduate programs in biomedical sciences and in medicine. Seven of the initiatives provide a major contribution to educational excellence through innovations in curriculum design, knowledge management, technologies and assessment.
Our large, comprehensive biomedical education programs are university leaders. The integrated M.D. program could become a national model.
The college conducts interdisciplinary research focused in four areas: cancer, cardiovascular disease, infectious disease and neurodegenerative disease, and has formed active partnerships with other units to build interdisciplinary research and education programs in the innovative applications of photonics and nanoscience to biomedical problems. Five of the strategic initiatives objectives seek to achieve 21
Research focus—bench to bedside
Strategic Plan 2009-2014
Clinical focus— transformative health care Self‐sustaining Communicate and collaborate—there is no “I” in TEAM SI‐1 Exemplary M.D. Program: We will design and implement an integrated, systems‐ based undergraduate medical education program that uses innovation and technology to enhance student learning. The program, with its fully integrated formative and summative assessment system, will become a model for other medical schools.
excellence for these programs as well as establish significant research programs in medical education and medical-related research, including the development and use of simulation technologies The college is committed to improving health care delivery and the quality of health care in the metropolitan region. The presence of the college helps attract high quality physicians to the area who will be associated with our affiliated hospitals and practice organizations. The emerging medical city attracts new researchers who will partner with various hospitals to deliver the latest advances in health care. Our clinical faculty members are actively practicing medicine in the community. Three of the strategic initiatives call for our faculty to partner with affiliated medical organizations to examine ways in which best practices in health care emphasizing patient safety and quality can be implemented effectively and efficiently. A 21st century college of medicine should be self-sustaining. The college is partially supported by state funding through legislative appropriations and tuition. The creation of the college was made possible in large part by the generous support and philanthropy of the Central Florida community. The significant research accomplishments of the faculty provide additional means to support the ongoing research programs. The faculty practice will generate income that supports itself and enhances the college operations. Four strategic initiatives seek to identify ways to increase these external sources of support toward the goal of making the college self-sustaining. The final strategic initiative seeks to create a culture of communication and collaboration that supports all of the college goals and will establish the college as the institution of choice for those who work in the college and those who are served by the college.
SI-1: Create and Implement an Exemplary M.D. Program Strategic objectives: O1.1: Design and implement an integrated, organ system-based curriculum using an evidence-based approach to developing clinical skills O1.2: Hire and develop faculty committed to an integrated, collaborative approach to basic science and clinical experiences in medical education O1.3: Develop and implement a comprehensive formative and summative assessment system that takes full advantage of advanced technologies O1.4: Create innovative approaches for ensuring that basic science knowledge is reinforced during clinical education activities O1.5: Implement advanced technologies to empower students with different learning styles to master all medical material
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College of Medicine SI-2: Develop Innovative Educational Models and Provide Leadership in the Integration of Advanced Simulation Approaches in Medical Education Strategic objectives: O2.1: Develop and implement a clinical skills program that leverages the benefits of standardized patients and other simulators in an integrated way to best represent medical and biomedical conditions O2.2 Develop a medical simulation research program that investigates the use of advanced technologies and innovative approaches to enhance medical and biomedical education and training O2.3: Develop virtual and mixed reality environments to provide an immersive context in which to better understand the human body and health care management O2.4: Evaluate the effectiveness and validity of innovative medical simulation technologies and methods to establish best practices that can be shared with other medical schools O2.5: Establish partnerships with other medical schools and simulation centers to develop standards for medical simulation that will guide product and system development O2.6: Develop a core simulation capability that will provide key technical expertise, facilities, technology and computational capability to support development and implementation of medical simulation initiatives
SI‐2 Simulation Leadership: We will develop advanced simulation approaches, evaluate the effectiveness of the alternative medical simulation technologies and share the best practices with other medical schools. We will take a leadership role in the medical simulation community to intensify the development of appropriate simulation tools for medical education.
SI-3: Design and Implement a World-Class Knowledge Management System for Medical Education Strategic objectives: O3.1: Develop a framework for a Knowledge Management System for medical education that integrates curriculum development, curriculum delivery, curriculum management and comprehensive assessment of student learning O3.2: Create a curriculum development system that will foster collaboration among faculty and maximize the likelihood that all student learning objectives are addressed appropriately O3.3: Develop a curriculum management and delivery system that provides instant access to all curricular materials and ties instructional activities and student performance to intended student learning objectives O3.4: Integrate an assessment and evaluation component with the curriculum delivery to provide continuous and immediate feedback to students and faculty on student performance that will help to identify areas for improvement and engender selfdirected learning O3.5: Establish partnerships with other institutions to jointly develop a comprehensive Knowledge Management System that will become a national model O3.6: Develop and implement a digital health sciences library that supports the medical education curriculum and medical and biomedical research activities.
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SI‐3 Knowledge Management for Medical Education: We will develop and implement an integrated Knowledge Management System for medical education that combines a comprehensive curriculum development, management and delivery system with an assessment and evaluation system to provide access to medical knowledge necessary for student learning. The system will foster collaboration and will empower students to take control of their own learning.
Strategic Plan 2009-2014
SI‐4 GME and CME Programs: We will take advantage of the new facilities at Lake Nona and a desirable Orlando location to establish CME programs serving a national base. We will develop GME programs as appropriate and collaborate with existing programs to enhance the quality and delivery of GME in Central Florida. SI‐5 Biomedical Education: We will deliver undergraduate and master’s level biomedical education that prepares graduates for immediate entry in the biomedical workforce as well as prepares graduates for advanced study in related fields, including medicine.
SI-4: Establish, Conduct and Coordinate Effective Graduate Medical Education and Continuing Medical Education Programs Strategic objectives: O4.1: Develop a coordination mechanism with existing Graduate Medical Education (GME) programs in Central Florida to create opportunities for sharing best practices and enhancing assessment in educational, clinical and research experiences of GME programs. O4.2: Identify and pursue opportunities to establish new GME programs associated with the College of Medicine, and work with the Orlando VAMC to seek funding for new GME positions. O4.3: Identify Continuing Medical Education (CME) needs and opportunities to support Central Florida physicians and seek accreditation for CME activities. O4.4: Identify CME needs and opportunities aligned with medical disciplines that may have frequent conventions in the Orlando area. O4.5: Establish facility capabilities and support packages to manage and deliver CME programs at the College of Medicine. O4.6: Identify unique characteristics of the College of Medicine to provide particular types of CME.
SI-5: Provide Comprehensive Baccalaureate and Master’s Biomedical Sciences Programs Focusing on Academic, Research and Workforce Preparation Strategic objectives: O5.1: Maintain a significant commitment to undergraduate biomedical education that maintains academic rigor and broad research involvement. O5.2: Develop new undergraduate programs to support emerging biomedical workforce needs. O5.3: Continue to support undergraduate education with faculty members who are active researchers. O5.4: Continue to offer and develop new research-based and workforce-based master’s level programs to prepare students for further study and to meet emerging workforce needs. O5.5: Create a technology infrastructure to enhance the delivery of biomedical educational programs at multiple sites.
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College of Medicine
SI-6: Achieve Excellence in the Biomedical Sciences Doctoral Program that Leads to National Prominence
SI‐6 Biomedical Sciences Ph.D.:
Strategic objectives:
We will enhance the program and engage the students in extensive research to improve their productivity and achieve national recognition for the program.
O6.1: Increase research opportunities to facilitate expansion of the doctoral program O6.2: Attract highly committed doctoral students O6.3: Identify sources and commit increased funding to support doctoral students O6.4: Expand presentation and publication program for doctoral students to provide increased exposure O6.5: Establish collaboration programs with prominent researchers to improve postdoctoral placement opportunities in prestigious laboratories for our graduates
SI-7: Build an Outstanding Biomedical Research Enterprise that Spans the Entire Health Care Spectrum from Bench to Bedside that Is Nationally Recognized for Its Excellence
Strategic objectives:
We will expand our faculty and attract prominent researchers to take advantage of our new research facilities. We will create basic science‐clinical partnerships among faculty to create opportunities for “bench to bedside” research partnerships.
O7.1: Add substantial numbers of research faculty and significantly expand research productivity, fully utilizing the new research capability at Lake Nona O7.2: Attract talented and highly committed post-doctoral researchers O7.3: Establish interdisciplinary medical and biomedical research centers O7.4: Establish a premier infrastructure to enhance biomedical research at all research sites O7.5: Actively connect basic science researchers with community partners and clinical researchers to establish complete “bench to bedside” research programs that are supported with national funding O7.6: Establish partnerships with the College of Optics and Photonics, the College of Nursing, the College of Health and Public Affairs, the UCF Institute for Simulation and Training, the Rosen College of Hospitality Management and other research programs at UCF to create, fund and operate innovative synergistic research programs
SI‐7 Biomedical Research:
SI-8: Achieve Excellence in Innovative Medical Education Research Strategic objectives: O8.1: Develop a grand design for the scope of medical education research that could be implemented over time and clearly identify potential data requirements O8.2: Establish an entity (office, center, etc.) with responsibility for fostering medical education research and empowering faculty and staff to conduct such research O8.3: Create a rich knowledge base, including student, faculty and curricular performance and characteristics, to support medical education research O8.4: Establish educational initiatives for medical education research for medical and graduate students and for post-doctoral researchers O8.5: Conduct an active publishing campaign to share results with other medical schools
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SI‐8 Medical Education Research: We will establish a focus on medical education research to assess the effectiveness of learning modalities, simulation approaches, instructional structure and delivery mechanisms.
Strategic Plan 2009-2014
SI‐9 Patient Safety and Quality Health Care:
SI-9: Implement Education and Research Initiatives on Patient Safety and Quality Health Care
Partnering with our affiliated medical institutions and other colleges at UCF, we will establish a new initiative on patient safety and quality health care that focuses on education regarding best practices and research to discover ways of improving current conditions.
O9.1: Create an endowed chair in patient safety and quality health care to direct and support this initiative O9.2: Establish a patient safety and quality health care longitudinal curriculum theme in the M.D. curriculum O9.3: Create and offer focused electives in patient safety and quality health care O9.4: Obtain external funding to support expanded research initiatives in patient safety and quality health care O9.5: Develop partnerships with other UCF colleges and departments such as the College of Nursing, Industrial Engineering and Management Systems and Health Management and Informatics to create interdisciplinary research teams O9.6: Create a focused patient education program aligned with the faculty practice plan
SI‐10 Innovative Faculty Practice: We will establish a faculty practice plan that will provide an opportunity for our clinical faculty to engage in the practice of medicine in our community, university and affiliated medical facilities. SI‐11 Long‐term Support: We will create initiatives to establish diverse sources of funding to eventually develop a self‐ sustaining infrastructure.
Strategic objectives:
SI-10: Establish an Exemplary Faculty Practice with Innovative Models of Care that Will Best Serve Our College and the Community in an Era of Health Care Evolution and Transformation Strategic objectives: O10.1: Establish an innovative, patient-centered faculty practice plan/clinical enterprise that provides an opportunity for our clinical faculty to engage in the practice of medicine, where students can learn and where patient needs are met with exceptional service O10.2: Develop clinical services that are integrated with, and help support, the college’s educational and research missions O10.3: Create arrangements that allow clinical faculty to practice at affiliated medical institutions O10.4: Further advance individual health and health care transformation through innovative models of health care delivery, excellent business operations and mutually supportive community partnerships O10.5: Create appropriate self-insurance arrangements to cover potential liabilities associated with clinical activities
SI-11: Create Diverse Structures and Sources for Longterm Support of the College and Its Missions Strategic objectives: O11.1: Identify donors who will make a financial commitment to the college that will provide an ongoing source of income to support medical education and research operations
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College of Medicine
O11.2: Develop initiatives that generate income to support the research and clinical activities of faculty O11.3: Develop management structures to most effectively integrate state appropriated funds and external funds to address educational, research and patient care missions
SI-12: Create a Culture that Makes the College of Medicine Become the Institution of Choice for Patients, Students, Faculty and Staff
As a new College of Medicine, we will model behavior and undertake initiatives to create a culture of open communication and collaboration. We will develop programs to create an ongoing dialog about the developing culture and work to eliminate divisive behaviors. We will embrace diversity and inclusiveness and ensure that those values pervade our educational, research and clinical activities.
Strategic objectives: O12.1: Foster an inclusive environment that fully empowers a diverse body of students, faculty and staff to be fully prepared to serve a culturally diverse society O12.2: Establish programs that encourage open communication and collaboration O12.3: Develop processes that provide real-time feedback to reinforce good practices and identify areas for improvement O12.4: Create meaningful reward systems that encourage communication and collaboration
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SI‐12 Culture: