Strategic Plan

Welcome from the Dean

Fifty years ago, the Boonshoft School of Medicine (BSOM) opened its doors with a bold vision. Our first leaders imagined “a new school without walls,” one that would train physicians alongside the hospitals, patients and neighborhoods they would go on to serve. This revolutionary model has shaped how we educate, innovate and care for our region ever since.

Today, as a leading community-based medical school and academic medical center, BSOM has played a critical role in improving the health of our communities.

Since the 32-student charter class, 4,208 alumni have trained at BSOM, and 54% of alumni reside or practice right here in Ohio.

But our work is not done. The next 50 years hold new challenges. Ohio faces a growing shortage of physicians, an aging workforce and rural communities that struggle to access the care they need. Meeting these challenges will require us to strengthen the community-focused model laid out by our leaders while preparing our learners for what comes next.

Our 2026-2030 strategic plan is the compass that guides us forward. Developed over the past year with faculty, staff, learners and partners across the region, it sets five strategic objectives that span education, student access and support, collaborative partnerships, innovation and sustainable growth. With trusted partners in Premier Health, Dayton Children’s Hospital, Wright-Patterson Air Force Base, the Dayton VA and other community hospital partners, we are uniquely positioned to deliver cutting-edge care and improve health outcomes within our communities.

I am grateful to everyone who helped shape our strategic plan, and proud of the opportunities it presents. I invite you to join us on this journey and support our mission of educating future physicians, advancing discovery and improving lives in the Miami Valley and beyond.

Sincerely,

Raj Mitra, M.D.

Dean, Wright State University Boonshoft School of Medicine
Chief Academic Officer, Premier Health

Educating Learners. Advancing Discovery. Strengthening Community Health. 

Grounded in Wright State University’s mission and vision, this plan aligns with the university’s 2030 strategic priorities while defining strategies unique to medical education and biomedical science. Through innovation in teaching, research and collaboration, BSOM will continue to lead as a community-based medical school dedicated to improving lives through learning and discovery.

Objectives

The plan is organized around five strategic objectives that guide our progress:

Each objective is supported by strategies, key performance indicators and action items that link directly to our mission and to Wright State’s institutional goals. Together, they define how BSOM will innovate, invest and collaborate to shape the future of medical education, research and community health. The strategies outlined in this plan apply broadly to BSOM’s educational, research and service missions and are intended to support faculty and learners across MD, undergraduate and graduate programs.

Objective 1

Create Transformative Educational Experiences 

The Wright State University Boonshoft School of Medicine (BSOM) will remain a national model for community-focused medical education and research that prepares graduates to meet the healthcare needs of the Miami Valley and the state of Ohio. We will deliver innovative, evidence-based programs that equip our learners for modern healthcare practice while advancing quality, professionalism and workforce readiness.

BSOM will maintain a culture of educational innovation by regularly evaluating curricular outcomes and using data-driven insights to inform improvement. Through continuous quality-improvement processes, learning analytics and stakeholder feedback, we will ensure that our programs remain responsive to the evolving needs of learners, the physician workforce and society. Educational investments will support teaching and learning across BSOM’s MD, undergraduate and graduate programs, recognizing the distinct needs and contributions of each.

Strategy 1.1

Deliver Innovative and Impactful Academic Programs

BSOM will strengthen the quality of instruction across all disciplines by investing in teaching facilities, educational technology and faculty development. Through continuous quality-improvement processes, we will sustain strong accreditation performance and support a culture of academic excellence. These investments will prioritize not only recruitment but also the retention, professional development and protected time of faculty to ensure long-term instructional quality and program stability.

To support program innovation, BSOM will expand basic science and clinical faculty capacity, modernize anatomy and simulation resources and assess the feasibility of future MD class-size expansion. In alignment with emerging educational needs, BSOM will also convene an institutional task force to guide the integration of artificial intelligence into education and implement recommendations that enhance learning while preserving the central role of faculty mentorship.

KPIs

• Faculty capacity across core disciplines and clinical teaching sites meets defined instructional needs.
• Teaching and learning environments are modernized and aligned with instructional needs.
• Liaison Committee on Medical Education (LCME) accreditation findings maintained or improved, with continuous quality improvement (CQI) processes and outcomes communicated.
• Integrate artificial intelligence (AI) into the curriculum to address emerging educational needs.

Strategy 1.2

Advance Career Readiness and Workforce Development

BSOM will enhance advising, mentoring and alumni engagement to prepare all learners for successful post-graduate placement and lifelong careers across healthcare, biomedical science and population health fields. Career readiness efforts will emphasize early, transparent advising that reflects the range of pathways available to learners, including clinical practice, research and community-based careers. A new Career Development Office will coordinate advising and connect learners to alumni, faculty and community partners who support a wide range of professional trajectories.

Longitudinal mentoring will link learners with faculty throughout their training, fostering academic success, professional identity formation and career exploration. Partnerships with Premier Health and other regional systems, as well as academic and community collaborators, will expand experiential learning and professional pathways across disciplines. BSOM will regularly assess advising capacity and learner access to ensure equitable support across specialties, career pathways and learner backgrounds.

KPIs

• Career advising capacity and accessibility expanded to meet learner needs across specialties and career pathways.
• Alumni and community engagement supports career development and professional pathways across disciplines.
• Academic advising resources are regularly evaluated to ensure alignment with learner needs.

Strategy 1.3

Empower Students Through Experiential Learning 

BSOM will expand simulation, clinical, research and community-based learning opportunities to ensure every learner gains meaningful hands-on experience in a manner that is sustainable for faculty and community partners, with attention to workload, incentives and administrative burden. Experiential learning will support a wide range of educational pathways, including clinical practice, biomedical research and community and population health engagement.

By aligning the Skills Assessment and Training Center with regional partners such as Premier Health, the Dayton VA and Dayton Children’s Hospital, BSOM will establish a simulation consortium that broadens interprofessional training capacity and supports learners across disciplines. The school will expand research internships, laboratory-based experiences and community-engaged learning opportunities that foster scholarly inquiry, scientific discovery and service. BSOM will also streamline approval processes for research and experiential learning to reduce unnecessary barriers for learners and faculty.

KPIs

• Simulation resources and partnerships strengthened to support high-quality experiential learning across disciplines.
• Teaching and experiential learning capacity aligned with program needs through effective engagement and support of community and academic partners.
• Expanded opportunities for learner participation in research, community-based and experiential learning activities.

Objective 2

Cultivate Student Success through Development of Campus Community 

BSOM is committed to cultivating student success by fostering a vibrant, inclusive learning community where all students, faculty and staff feel a strong sense of belonging. We will enhance financial, academic and wellness resources to ensure that every learner thrives personally and professionally. Through mentoring, recognition and shared governance, BSOM will reinforce a culture of excellence, inclusion and collaboration that aligns with Wright State University’s values.

Strategy 2.1

Expand Student Access to Scholarships, Grants and Other Financial Support 

BSOM will increase affordability and financial stability for learners by expanding scholarships, endowments and financial aid resources. Financial support will consider the full cost of attendance, including required educational resources, conference travel and housing availability. The school will build stronger partnerships with local organizations and donors to support scholarships and funding opportunities that strengthen the overall financial foundation for education and training. In addition, BSOM will develop student housing options that foster community, reduce financial strain and support learners across academic programs and stages of training.

KPIs

• Philanthropic support and endowment resources grow in alignment with priorities.
• Financial aid services effectively support learner needs and timely access to resources.
• Student financial burden is reduced through expanded financial support and affordability initiatives.

Strategy 2.2

Create a Meaningful First-Year Experience 

BSOM will design a transformative first-year experience that promotes academic readiness, wellness and community connection. The orientation “bootcamp” will extend through the first term, providing structured support for academic success, mental health and financial wellness. Programming will be intentionally scaffolded over time to support transition without contributing to cognitive overload or unnecessary scheduling burden. By partnering with faculty, second-year students and local healthcare organizations, the first-year experience will strengthen student retention, belonging and commitment to serving the Miami Valley region. Responsibility for implementation and evaluation of the first-year experience will be clearly assigned to ensure accountability and continuous improvement.

KPIs

• Orientation experiences are re-designed to meet the evolving needs of learners and faculty across training levels.
• First-year programming is guided by clear ownership and regular evaluation to support student success and well-being.

Strategy 2.3

Invest in Student, Faculty and Staff Development and Well-being 

BSOM will strengthen wellness infrastructure and professional development across its community by addressing structural contributors to well-being, including workload, flexibility and access to support. We will expand access to mental health resources, promote confidential support services and build referral networks to address well-being needs. Wellness initiatives will emphasize timely access to services and practical supports, rather than solely programmatic offerings. Faculty and staff development programs, including onboarding, mentoring and leadership training, will ensure our educators and administrators have the tools to succeed. A renewed culture of recognition and communication will reinforce unity and collaboration among core, community and clinical faculty.

KPIs

• Student well-being services are accessible, coordinated and responsive to evolving learner needs.
• Faculty, staff and leadership well-being are supported through coordinated resources and improvements to organizational practices.
• Communication and reporting mechanisms promote transparency, trust and timely resolution of concerns.
• Faculty and staff development and recognition efforts support engagement, growth and retention across roles.

Objective 3

Forge Lasting Collaborative Relationships and Engage our Communities for Shared Success 

BSOM will strengthen partnerships with healthcare systems, government agencies, educational institutions, industry and communities to expand impact in education, research, clinical care and population health. Through deep collaborations with Premier Health, Dayton Children’s Hospital, the Dayton VA and other partners, BSOM will advance shared goals related to health outcomes, workforce development, scientific discovery and regional well-being.

Building on these partnerships, BSOM will further strengthen its public health and community-engaged efforts by expanding high-impact collaborations across the region. These integrated partnerships will support interdisciplinary education, broaden community-engaged and population health research and enhance both clinical and public health service delivery. Together, these efforts will advance a shared vision of improving health outcomes, addressing community health needs and preparing a future-ready healthcare and public health workforce.

In addition to healthcare partnerships, BSOM will strengthen civic and community engagement by collaborating with local schools, public health agencies and nonprofit organizations to improve health literacy, advance prevention efforts and support community well-being. These partnerships extend BSOM’s mission of service and reflect Wright State University’s commitment to community impact and transformation..

Strategy 3.1

Foster Relationships with Defense, Engineering and Technology Partners 

BSOM will expand interdisciplinary and interagency collaborations through the leadership of the Associate Dean of Military Affairs. Partnerships with entities such as Wright-Patterson Air Force Base, the Dayton VA and local technology industries will promote education, research and innovation that serve military and veteran populations and advance both clinical and population health outcomes. These collaborations will strengthen research infrastructure and create new opportunities for simulation, clinical training, translational science and data-driven approaches to improving health outcomes.

Through these partnerships, BSOM will support interdisciplinary initiatives that integrate clinical care, public health and emerging technologies to address complex health challenges. Each major partnership will have clearly defined leadership responsibility and communication pathways to ensure alignment, sustainability and mutual benefit.

KPIs

• Health system and VA partnerships are actively engaged to support education, training and faculty collaboration.
• Collaborative research partnerships contribute to increased scholarly activity and external funding.
• Interdisciplinary partnerships advance initiatives that address population health challenges and improve health outcomes.

Strategy 3.2

Shape Healthcare Partnerships to Meet Regional Needs 

BSOM will build sustainable partnerships that address healthcare access, population health challenges and workforce needs across the Miami Valley and rural Ohio. These partnerships will include clear expectations, incentives and support for faculty and community partners engaged in both clinical care and community-based initiatives. By identifying healthcare deserts and expanding training opportunities, BSOM will prepare learners to serve all populations and address critical community health and population health needs.

Partnerships within the Dayton Area Graduate Medical Education Committee will support the growth of both undergraduate and graduate medical education in the region, while also strengthening alignment between clinical training and community health priorities. Expansion of educational programs and training opportunities will be pursued with attention to long-term sustainability, educational quality and regional impact.

KPIs

• Rural clinical training and GME programs are sustainable and aligned with workforce needs across the educational continuum.
• Data-informed partnerships guide efforts to improve access to essential healthcare services across the region.
• Partnerships support initiatives that address community and population health needs across the region.

Strategy 3.3

Cultivate Intentional Connections with K-12 Education Partners 

BSOM will strengthen its pathway programs to inspire the next generation of healthcare, biomedical science and population health professionals. Through enhanced partnerships with local schools, the Center for Health Professions, Premier Health and Dayton Children’s Hospital, BSOM will expand programs such as Horizons in Medicine and interactive science labs to introduce students to a broad range of health-related careers.

A dedicated staff position will coordinate outreach, mentorship and experiential learning opportunities that engage youth in exploring careers in clinical care, research and community health. These efforts will emphasize early exposure to health, science and community-based fields while fostering sustained interest in serving regional populations. Pathway activities will also provide opportunities for learner involvement across BSOM programs.

KPIs

• K-12 pathway programs are strengthened through coordinated community partnerships and sustained community engagement.
• Experiential learning opportunities increase early exposure to careers in healthcare, biomedical science and community health.

Objective 4

Advance Knowledge for Individuals and Communities 

BSOM will lead discovery and innovation that improve health and transform care. Through collaboration with Premier Health, Dayton Children’s Hospital, the Dayton VA and other research partners, BSOM will expand its research enterprise in basic, clinical, population and translational sciences. BSOM will promote creativity and innovation not only in research but also in medical education and scholarly activity. Faculty and students will be supported to explore novel teaching approaches, interdisciplinary collaborations and creative solutions that advance health and learning. Research infrastructure and support efforts will benefit basic science, clinical and population health investigators, including faculty and trainees engaged in undergraduate and graduate research programs. Investments in research infrastructure, faculty development and interdisciplinary collaboration will support a thriving ecosystem of scholarship and innovation.

Strategy 4.1

Advance High-impact Research 

BSOM will strengthen research infrastructure and faculty capacity through the creation of centralized biostatistics and bioinformatics support, enhanced laboratory resources and policies that incentivize scholarship. Research growth efforts will address known barriers including data access, regulatory processes, staffing support and aging facilities and technology.

By prioritizing support for existing faculty scholarship alongside recruitment of new research-active faculty, and by developing a joint venture research entity with Premier Health and strengthening collaborative research initiatives with Dayton Children’s Hospital, BSOM will advance basic, clinical, translational and population health research. These efforts will emphasize community-engaged and data-informed approaches to improving health outcomes, including areas such as maternal and child health, pediatric outcomes and community-based interventions, while supporting a broad and sustainable research portfolio.

KPIs

• Research capacity supports growth in scholarly activity across basic, clinical and population health disciplines.
• Research infrastructure and support systems are aligned with current and emerging scholarly needs.
• Strategic partnerships and philanthropic support contribute to the growth and sustainability of scholarly activity.

Strategy 4.2

Fuel Entrepreneurship Through Education and Collaboration 

BSOM will connect clinicians, scientists and data specialists to advance translational and entrepreneurial innovation across disciplines. Support structures will be designed to reduce administrative burden and increase faculty and learner participation in translational research and innovation. The school will create grant-writing and research administration support, provide internal seed funding and expand collaborations with regional hospitals and industry partners. Faculty will be empowered to translate discoveries into practical solutions that improve health outcomes and drive economic growth.

KPIs

• Grant development support strengthens faculty capacity to pursue external research funding.
• Interdisciplinary research collaborations support translational and innovative projects with real-world impact.
• Regional health systems and community partnerships contribute to targeted research addressing priority community and population health needs.

Strategy 4.3

Inspire Creative Endeavors Through Connection and Creativity 

BSOM will promote interdisciplinary research and education by strengthening partnerships across Wright State University and evaluating dual-degree offerings. Through shared programs, mentorship and professional development, the school will foster innovation across the biomedical, business and engineering disciplines. Expanded support for graduate students, research assistants and faculty mentoring will sustain the next generation of academic leaders. These efforts will include expanded support for student research engagement, graduate student funding and mentorship across disciplines.

KPIs

• Faculty development and mentorship support sustained engagement in scholarly activity across disciplines.
• Interdisciplinary partnerships across WSU enhance collaborative education and research opportunities.
• Faculty-student research collaborations contribute to dynamic and engaging scholarly environments.
• Access to research resources, funding and academic materials supports high-quality scholarly work.
• Departments are empowered with appropriate autonomy to manage resources in support of scholarly and educational missions.

Objective 5

Achieve Sustainability with Optimized Strategic Resources 

BSOM recognizes that long-term success depends on the stewardship of people, programs and resources. We will invest in recruitment, enrollment, learner success, financial sustainability and strategic communications to ensure the school’s continued excellence, reflecting the needs of BSOM’s unique educational and research programs. By leveraging technology and cultivating philanthropy, BSOM will strengthen its operational resilience and institutional impact.

To optimize resources and measure progress effectively, BSOM will enhance its data infrastructure and analytics capacity. Integrated information systems will support strategic planning, program performance, accreditation and continuous improvement, ensuring decisions are guided by reliable evidence and aligned with institutional priorities.

Strategy 5.1

Execute Strategic Recruitment and Enrollment 

BSOM will implement targeted data-informed recruitment strategies that attract, enroll and support learners across all educational programs, with particular attention to the continued growth and success of graduate, certificate and other non-clinical pathways. Recruitment efforts will prioritize mission-aligned learners committed to serving Ohio and the Miami Valley, while ensuring that enrollment expansion is aligned with faculty, facilities and clinical and experiential capacity to maintain educational quality.

BSOM will emphasize learner success across programs by strengthening advising, academic support, career development and experiential learning opportunities. Strategic partnerships with Premier Health and community organizations will align educational offerings with evolving workforce needs, particularly in high-demand and underserved areas.

In parallel, BSOM will expand recruitment pathways for veterans, rural learners and other mission-aligned populations, while supporting retention from matriculation through program completion and post-graduate placement. These efforts will also emphasize retaining graduates within Ohio and the Miami Valley by aligning educational experiences, partnerships and career pathways with regional workforce needs.

KPIs

• Learner recruitment and enrollment align with institutional priorities and regional workforce needs.
• Learner success target outcomes, including retention, progression, graduation and post-graduate placement, are achieved across programs.
• Recruitment pathways expand access for veterans, rural and mission-aligned learner populations.
• Educational programs are aligned with regional and statewide workforce needs and demand. In parallel, BSOM will expand recruitment pathways for veterans, rural learners and other mission-aligned

Strategy 5.2

Operate as a Financially Sustainable and Resilient Institution 

BSOM will develop a comprehensive capital plan and enhance administrative infrastructure in IT, HR, marketing and advancement to support its complex operations. Investments in administrative infrastructure will prioritize modernizing data systems and improving transparency in decision-making. The school will increase departmental budget flexibility, strengthen advancement and alumni engagement and assess co-location opportunities with Premier Health to improve efficiency and collaboration.

KPIs

• Capital and facilities planning supports institutional growth and alignment with long-term strategic goals.
• Data systems and technology infrastructure support efficient operations, decision-making and academic competitiveness.
• Administrative structures effectively support academic operations, learner services and faculty engagement.
• Alumni engagement strengthens institutional identity, connection and support for the school’s mission.
• Financial resources and program performance are managed to promote transparency, innovation and alignment with institutional priorities.

Strategy 5.3

Establish a Strong, Consistent Brand Identity

BSOM will implement an integrated marketing and communications strategy that reflects its shared identity with Wright State University and Premier Health. Branding efforts will intentionally preserve BSOM’s academic identity while highlighting faculty scholarship, learner achievements and national engagement. A dedicated communications team will manage co-branding, digital media and public relations to elevate BSOM’s reputation as a regional and national leader in community-based medical education.

KPIs

• Marketing and communications capacity and planning effectively support institutional visibility, engagement and strategic priorities.
• Brand alignment initiatives preserve BSOM’s academic identity while strengthening affiliation, recognition and reputation.

Support the Wright State University Boonshoft School of Medicine

Through innovation in teaching, research and collaboration, BSOM will continue to lead as a community-based medical school dedicated to improving lives through learning and discovery.

As we implement the goals outlined in our 2026-2030 Strategic Plan, philanthropic support from medical school alumni, resident alumni, faculty, staff, friends and community partners will play a vital role in helping us achieve these objectives. Your generosity directly impacts our students, faculty and the communities we serve.

We invite you to make a gift to one of BSOM’s priority funds:

Make an Impact

Every gift—regardless of size—helps strengthen our mission of educating future physicians, advancing discovery and improving the health of our communities. Thank you for partnering with us to shape the future of medicine.

Make Your Gift Today

If you would like to discuss other giving opportunities to include securities or a planned gift, please feel free to email som_adv@wright.edu.

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