What Distinguishes Our Academic Medical Enterprise:

Educational Excellence and Innovation: The GW academic medical enterprise has a reputation for leadership and innovation in medical and health sciences education. We will continue that tradition through an innovative curriculum, an emphasis on population health, health equity and antiracism, support for faculty excellence, and the application of new educational technologies across all our learning environments.

illustration of students standing and in a wheelchair talking outside of Ross Hall


Goal 1: Academic Excellence and Innovation

Deliver world-class and innovative academic programs in a supportive environment by expert faculty to passionate and prepared learners across the GW academic medical enterprise.

We will provide world-class, integrated, and innovative academic programs through application of cutting-edge innovations in our pedagogy and educational technologies across all our campus sites. Our academic programs will reflect fundamental knowledge and the latest developments in medical and health sciences education to produce outstanding leaders as health care professionals. We will excel as a world-class academic medical enterprise by intentional recruitment, retention and promotion of passionate, prepared and diverse faculty, students, and trainees.

Action 1.1

Develop innovative new educational programs across UME, GME and health sciences, including at the Cedar Hill Regional Medical Center and regional campuses. Establish new family medicine residency program, new approaches to coordinate MD program clerkships performed at multiple sites, leverage interdisciplinary teams.

Metric(s): Number of new programs initiated, increased satisfaction with clerkships.
Timeline: 2023-26
Action 1.2

Enhance Clinical Public Health curriculum beyond the MD and PA programs. Broaden the clinical experiences of our learners by integration of population health into training and practice. Create and implement a Clinical Public Health Track program for GW GME programs, establish a Clinical Public Health Faculty Collaborative and Faculty Scholars Program.

Metric(s): Measures of engagement in the GME Clinical Public Health Track
Timeline: 2023-26
Action 1.3

Enhance coordination with GW undergraduate programs to encourage recruitment of known talent. Establish a collaborative pre-med advising program by leaders in medical education, admissions and Columbian College of Arts and Sciences advisers.


Increase the number of GW undergraduates applying to MD, PA, PhD and MS programs at GW and other professional schools at universities across the nation.

Increase applications from GW undergraduates who are historically underrepresented in medicine over the next 3 years.

Timeline: 2024-26
Action 1.4

Ensure excellent student and trainee well-being and educational facilities. Establish and staff Office of Student Support (OSS) with a mission to provide academic support, mental health support and build community for all students within the MD and health sciences programs.


Open healthy and affordable dining option in Ross Hall

Improve quality of student lounge space

Enhance engagement and awareness of OSS among online students

Renovate gross anatomy lab student changing space

Learner climate surveys - to include all MD and health sciences students, including online learners

Timeline: 2023
Outstanding Metrics:
  • Enhance engagement and awareness of OSS among online students
  • Learner climate surveys - to include all MD and health sciences students, including online learners
Action 1.5

Invest in the health, wellness and career advancement of the entire academic medical enterprise community.

  • Prioritize the development of faculty and staff to increase professional identity and interprofessional teams.
  • Continue to refine the MD coaching program focusing on the patient care competencies and professional identity formation.
  • Intentionally provide faculty development to those from marginalized and underrepresented backgrounds.

Number of new curricular themes in the MD program.

Submit a grant for the American Medical Association (AMA) request for proposal on coaching.

Actively diversify future faculty through leadership development programs and enhance opportunities for those underrepresented in medicine; Establish Faculty mentoring committees and department equity leaders in clinical departments; Faculty committee on diversity, equity and inclusion (DEI); Annual reports on achievements; Anti-Racism Coalition (ARC), women, faculty search toolkit. Mid-career, Appointment, Promotion and Tenure (APT) tracks.

Reduce faculty and staff attrition to below national average.

Maximize research employee satisfaction to above national average.

Increase representational diversity with a focus on group historically underrepresented in medicine

Initiate program evaluation. Implement evaluation recommendations.

Timeline: 2023
Action 1.6

Maintain ACGME commendation status for the institution and full accreditation for all GME programs.

Metric(s): Maintain ACGME commendation & full GME program accreditation.
Timeline: 2023-2026
Status: ONGOING - currently in active accreditation process
Action 1.7

Develop Strategic Plan for Clinical Public Health and Population Health Practice Program (CPHPHP)

Metric(s): Completed strategic plan
Timeline: 2023


Goal 2: Strategic Partnerships

Expand local and regional partnerships to benefit community partners, advise strategies and provide high-quality opportunities for education, training and research.

Expanding community-responsive partnerships throughout the local region will benefit our academic medical enterprise, enhance our faculty and learner scope of practice and support our communities to improve individual, community and population health.

Action 2.1

Enhance our clinical partnerships to better serve our catchment area and meet the needs of MD and PA program learners. In collaboration with community partners, develop student and faculty opportunities at Children’s National Hospital, the LifeBridge Health System and the DC VA to better serve the community. Expand our clinical partnerships at Anne Arundel Medical Center and Sinai Hospital to increase clinical rotation sites to meet the needs of MD and PA program learners and the communities we serve.


Launch initial clinical years cohort in Spring 2023 with 5-10 students.

Successfully enroll a complete Regional Medical Campus (RMC) cohort class of 20-30 students for matriculation in 2024.


2023 - first clinical years cohort
2024 - full program launch



Goal 3: Support Equity

Recruit and train health care workforce that includes candidates from backgrounds that have traditionally been excluded to better serve the needs of all patients.

A diverse health care workforce will better serve a diverse patient population and promote health equity. Medical and health sciences professionals and researchers from different backgrounds bring unique perspectives and experiences that builds trusting clinician-patient relationships, improves communication and ensures better outcomes and patient satisfaction.

Action 3.1

Reduce financial barriers to SMHS academic programs to increase the number of learners who come from socioeconomically disadvantaged backgrounds.


Reduce relative debt ranking to at or below the median of comparable institutions.

Increase donor support of student scholarships by 25% over the previous 3-years.

Enhance donor support measured by “Power and Promise” giving.

Timeline: 2022-26
Action 3.2

Increase the representational diversity of students, trainees, faculty and staff through enhanced recruitment, retention and leadership development of individuals from marginalized and underrepresented groups.

Metric(s): Underrepresented in medicine (AAMC) data.
Timeline: 2023-26
Action 3.3

Expand enrollment in pathway and pipeline programs for the health sciences.

Metric(s): Increase the number of students entering from guaranteed admission agreement (GAA) programs with community colleges by 20% in 3 years.
Timeline: 2022-26