OSU-CHS 10-Year Strategic Plan 2026-2036

10-YEAR STRATEGIC PLAN

2026-2036

EDUCATE

STRATEGY 1

Strengthen Academic Programs

OSU Center for Health Sciences will continue to achieve educational excellence by strengthening existing academic programs. We recognize that educational models should adapt to changing times and new modes of learning. We will adjust our curriculum to maximize educational impact and student outcomes. We will also evaluate how best to leverage emerging learning technologies to deliver courses to meet the educational needs of our students. OSU-CHS will adopt the following strategies to strengthen our existing academic programs.

Embed Innovation and Technology in Teaching and Curriculum Development

The continued evolution of innovative technologies has modified how information is learned and applied in healthcare settings. To secure OSU-CHS’ position as a leader in health sciences education in an increasingly competitive landscape, we must embed innovation into our curriculum and into our instructional culture. We will prioritize the following technological areas:

• Online delivery platforms

• Lecture recording systems

• Integrating artificial intelligence

• Simulation

Adopt Technology-Based Learning

OSU-CHS will also explore artificial intelligence (AI) digital and e-learning platforms in addition to other advanced technologies to deliver course content as the demand for active learning continues in higher education. OSU-CHS is exploring the possibility of using 3D technology such as the Anatomage Table to allow students and faculty to access anatomical information in new ways. Augmented reality learning technology could be a useful tool in creating an engaging learning experience for students. Several leading medical schools in the U.S. have adopted augmented reality learning technology to supplement the teaching of anatomy. With augmented reality, a student can see a representation of a human body in 3D and navigate through the layers of skin, muscle, blood vessels, and organs to the skeleton below. The Anatomage Table and augmented reality human anatomy would allow students to visualize, to interact and to explore the human body in a multidimensional way that is not currently possible with a human cadaver. Furthermore, students can deepen their understanding of the human anatomy and physiology outside of lab hours, reinforcing what they learned in the lab and in dissection.

Augmented reality technology could have other applications at OSU-CHS beyond the medical school curriculum. For example, the forensics program could use this learning technology to re-create a crime scene investigation or to examine fragments of an exploded device.

Expand Simulation-Based Learning

Simulation-based learning currently takes place at OSU-CHS. The hospital simulation center and the clinical skills simulation center in the Tandy Medical Academic Building provide medical residents and students with the opportunity to work on manikins and with standardized patients to hone their clinical skills. Recently, a temporal lab has been added to the simulation suite for otolaryngology. This will not only benefit graduate medical education (GME), but also better prepare medical students for the competitive landscape of this specialty. We hope to utilize the simulation area to also prepare for other residency and fellowships that are projected for the next 10 years including, but not limited to: ophthalmology, neurology and neurosurgery.

Forensic students will deepen their learning through expansion of simulation and real-life internships. Recently, the school has partnered with the Tulsa Police Department to create internship experiences in DNA and ballistics. OSU Forensics has partnered with the Oklahoma Office of the Medical Examiner to create an internship in death scene investigation. In the spring of 2026, OSU Forensics launched two internship positions in Forensic Genealogy, allowing students to gain real-world case experience. Finally, OSU Forensics will continue to partner with agencies across the United States to find leading-edge, in-person learning experiences for its students.

Focus on Improving Academic Tracks Based on Needs of the Community and System

We will develop new and innovative courses and training methodologies to bolster existing programs. We will review existing tracks every five years to examine effectiveness of the track, to determine whether any curricula adjustments are needed to meet changing market demands and societal needs.

We will continue to innovate and bolster our three identified COM tracks (Rural Medical, Tribal Medical and Urban/ Underserved Medical). We will continue to improve enhanced workforce readiness for underserved areas. We will work to match the right students with the best incentives and curricula to improve their experience through specific clinical rotations.

EDUCATE STRATEGY

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We will continue to support and grow the minor in Global Health. This experience enhances experiential learning for our medical students and exposes them to international health experiences and cultures in resource-deprived countries.

We recognize that many of the factors affecting the health of rural communities are rooted outside of the clinical care setting. Social determinants of health such as social, cultural, financial, behavioral, and environmental factors play a key role in influencing the health of rural communities. Our programs will partner with the OSU Graduate College to offer a Master of Public Health (MPH) degree with a track for rural and underserved populations. We envision medical students from OSU-COM, graduate students from the OSU Graduate College, and residents and fellows from the Osteopathic Education Consortium of Oklahoma (OMECO) to enroll in this program. Graduates from the MPH-Rural Track program will be trained to understand and examine the social determinants of health that affect rural communities and to use their knowledge and experience to formulate public health policies to improve the health of rural communities.

OSU Forensics will establish several new certificate programs including Forensic Intelligence, Forensic Genealogy, and others related to forensic mental health evaluations. At present, OSU Forensics offers tracks in crime analysis, threat assessment, forensic biology/DNA, forensic chemistry, forensic psychology, arson and explosive investigations, and forensic investigative sciences. OSU Forensics will continue to build its new terminal degree, the Doctor of Forensic Sciences.

STRATEGY 2

Encourage Interprofessional Learning and Collaboration

At OSU-CHS, we are highly attuned to the importance and value of interprofessional learning. Our medical, doctoral, master’s and certificate students contribute to the academic vibrancy of our campus. We have strengthened the learning and collaboration opportunities between medical, physician assistant (PA), athletic training (AT), and graduate students and residents, and have incorporated experiences for these students to interact with other students in a variety of health profession programs. Interprofessional collaboration is based on the premise that when providers and patients communicate and consider each other’s perspective, they can better address the varied factors influencing the health of individuals, families and communities. OSU-CHS promotes interprofessional collaboration to better prepare medical students, residents and allied health professionals for their future careers on healthcare teams. Collaboration and teamwork can be best achieved if students from different professions learn early on to work together in their training. An example of the envisioned interprofessional collaboration can be demonstrated through our plans to create the OSU Center for Sports Medicine and Human Performance (CSMHP). CSMHP will integrate clinical care assets at OSUCHS that exist with OSU-COM, OSU-ATC, and OSU Medical Center (OSUMC), the teaching hospital for OSU-COM.

Develop New Academic Programs

OSU-CHS has long served Oklahoma by producing a steady pipeline of highly trained physicians, health professionals, forensic science practitioners, and scientists. As demand for healthcare services and the health workforce continues to grow both statewide and nationally, OSU-CHS is well positioned to respond to these expanding needs. The institution will continue to develop new academic programs designed to address workforce demands in health, healthcare, and public health in Oklahoma, across the United States, and internationally.

OSU-CHS leadership recognizes that successful program expansion requires careful alignment of financial capacity, instructional resources, and institutional priorities. The development of new academic offerings must be both market responsive and fiscally responsible. Accordingly, OSU-CHS will pursue new programs in areas where demonstrated workforce demand aligns with the institution’s academic strengths. OSU-CHS will establish graduate certificate programs in the following areas within the Forensics department:

• Forensic Genealogy

• Forensic Intelligence

• Forensic Mental Health and related specialty areas

EDUCATE

STRATEGY 3

Grow Student Enrollment

Sustained enrollment growth across medical and graduate programs is critical to the long-term financial stability of OSU-CHS. Academic excellence depends on a strong financial foundation supported by robust enrollment and tuition revenue. Labor market data continue to project strong demand for graduate-level education and healthcare-related degrees. OSU-CHS is well positioned to respond to this growing demand for advanced professional training in healthcare and the health sciences.

While many colleges and universities nationwide have experienced enrollment declines, OSU-CHS enrollment has continued an upward trajectory. In spring 2025, total enrollment reached approximately 1,800 students, achieving a 10-year growth rate of 90 percent. Enrollment projections remain ambitious and will require a coordinated and strategic approach to recruitment and enrollment management.

Student recruitment is central to the sustainability and longterm success of OSU-CHS. A strong recruitment strategy enhances enrollment volume, improves applicant quality, increases diversity, and stabilizes institutional revenue. Recruitment and enrollment strategies will be aligned with the distinct mission and objectives of each academic unit.

OSU-CHS will implement aggressive enrollment and recruitment strategies for its graduate schools, including the School of Health Care Administration (HCA), Athletic Training, School of Forensic Sciences, and School of Biomedical Sciences.

Biomedical Sciences will explore expansion of degree offerings to online learners. HCA plans to develop a health care administration certificate program with projected enrollment of 20 students by 2026, and to offer a Master of Science in Global Health. Forensic Sciences will expand graduate certificate programs that transition into tracks within the Master of Forensic Sciences degree, with projected growth of 300 students by 2036.

Online education has played a central role in OSU-CHS enrollment growth. From 2016 to 2026, enrollment increased by more than 90 percent, driven by the expansion of online programs, particularly within HCA and Forensics. OSU-CHS will continue to expand online offerings while maintaining the academic quality expected of OSU programs. Online learning increases access for working adults, nontraditional students, and geographically distant learners, and remains a critical component of long-term enrollment and revenue strategy.

OSU-CHS will also adjust the composition of its graduate student population. While in-state recruitment will remain a priority, out-of-state and international students represent growth opportunities for the graduate schools, which are not subject to in-state enrollment mandates.

To support graduate enrollment growth, OSU-CHS has established a centralized recruitment office serving all four graduate schools. This centralized structure will support coordinated recruitment efforts focused on:

• Targeting out-of-state and international students through digital marketing, professional publications, and national career fairs;

• Building strategic relationships with feeder institutions, government agencies, healthcare systems, and industry partners;

• Converting certificate students into degree-seeking students; and

• Hosting regular open houses to display graduate academic programs.

EDUCATE

STRATEGY 4

Promote Student Success

Student success is foundational to the educational mission of OSU-CHS The achievements of our students drive our commitment to excellence in education and inform continuous improvement across all academic programs OSU-CHS recognizes that students thrive when they receive comprehensive support both inside and outside the classroom. Accordingly, the institution promotes student success through coordinated academic, personal and professional support systems The Office of Academic Success (OAS) provides a comprehensive portfolio of services designed to foster academic achievement, holistic development and professional readiness. The office serves as a central hub that supports students in becoming effective learners, engaged members of the OSU-CHS community, balanced individuals and competent professionals

Academic Growth

OAS provides targeted academic resources that empower students to overcome challenges and achieve their educational goals. Academic counseling and support services are available to medical, PA, and graduate students OSU-COM students receive instruction in effective study strategies, test-taking skills and preparation for board and licensure examinations Graduate, PA, and COM students collaborate with academic advisors to design individualized academic pathways that align with career objectives and personal goals. An early warning system has been implemented to identify students who may benefit from additional academic support or who may be at risk of delayed progression or non-completion This initiative-taking approach allows for timely intervention and tailored support

Strategic Priorities for Curricular and Learner Development (2026–2036) include:

• Develop an internal operating plan for curricular development that aligns with accreditation standards and modern instructional delivery models.

• Expand simulation-based education as a core component across health-related disciplines.

• Integrate artificial intelligence and advanced learning technologies to support both struggling learners and high-performing students.

• Strengthen preventive health concepts across all educational systems.

• Develop concentrated transition boot camps and workshops to support progression into medical school, graduate programs and residency.

• Enhance in-training and in-service examination preparation for residents.

• Host interdisciplinary resource fairs to connect learners with academic, professional and wellness resources.

Professional Growth and Career Development

OSU-CHS is committed to supporting students’ professional success and career readiness. The Career Development Office, housed within the OAS, assists students in defining career goals and developing the skills necessary to secure meaningful employment or residency placement.

In addition to individualized advising, the Career Development Office oversees programs that promote professionalism, workforce readiness and career advancement.

• Reinvest in professionalism initiatives with measurable outcomes, including reductions in conduct concerns and improvements in attendance, timeliness and professional attire.

• Expand coursework and programming focused on professionalism, communication and interpersonal relationship skills.

• Collaborate with prospective employers and residency directors to promote OSU-CHS graduates.

• Implement GME liaison roles to strengthen coordination between students and residency programs.

• Increase faculty engagement from GME programs in student professional development.

• Expand simulation experiences that integrate students and residents in shared learning environments.

• Develop structured mentoring programs pairing students with alumni and industry leaders.

• Build and maintain centralized databases for internships, employment opportunities and alumni networking.

EDUCATE

STRATEGY 5

Invest in Teaching and Learning Resources

OSU-CHS will make targeted investments in teaching resources to sustain excellence in education. As student enrollment expands, faculty and staff capacity will grow accordingly to maintain instructional quality and student support. To support planned enrollment growth, OSU-CHS anticipates hiring additional faculty members and additional professional and support staff. The institution will also expand the use of postdoctoral fellows, research assistants and graduate assistants to support teaching and instructional delivery. Investments in information technology and facilities infrastructure will further strengthen the instructional environment.

OSU-COM Teaching Infrastructure

The opening of the Tandy Medical Academic Building in fall 2017 addressed OSU-COM’s longstanding instructional space needs. However, future expansion will require enhanced distance learning capabilities. OSU-COM will invest in dependable, high-capacity distance education infrastructure to ensure seamless instructional delivery across sites.

Graduate Schools Teaching Infrastructure

Graduate enrollment at OSU-CHS has grown dramatically, increasing by more than 90% since 2016. Historically, graduate programs shared instructional space with COM. Following the relocation of medical school classes to the Tandy Medical Academic Building, graduate programs had dedicated study and research space. As online learning expanded, OSU-CHS also increased the number of technology-enabled classrooms. These classrooms are located throughout the different graduate programs. Over the next 10 years, OSUCHS will continue to support high quality study and learning spaces to accommodate growth across its programs.

Faculty Development

Faculty are the most critical institutional resource at OSUCHS. Sustained excellence in teaching requires ongoing professional development, leadership growth, and institutional support. Through the Offices of Curricular Affairs, Instructional Design, and Academic Technologies, OSU-CHS will continue offering in-person workshops and online professional development opportunities. These initiatives will help faculty enhance instructional effectiveness, remain current with pedagogical innovations and adopt emerging teaching and learning technologies.

Digital Learning and Resource Center

OSU-CHS will establish a Digital Learning and Resource Center to support technology-enhanced education and collaborative learning. This center will house the OSU-CHS Library, which will be redesigned to meet the interactive and digital learning needs of modern students.

Library spaces will be configured to support small-group, team-based, and interprofessional learning, enabling medical and graduate students to collaborate effectively. The Digital Learning and Resource Center will also support immersive educational technologies, including the Anatomage Table and augmented reality-based learning tools, to enhance visualization, engagement and experiential learning.

EDUCATE STRATEGY 6

Education Outcomes

COLLEGE OF OSTEOPATHIC MEDICINE

COMLEX Level 1 pass rate

COMLEX Level 2 pass rate

The percentage of students who pass COMLEX Level 1 on the first attempt

The

of students who pass COMLEX Level 2 on the first attempt

Residency placement rate The percentage of graduates that enter residency in July following graduation

PHYSICIAN ASSISTANT

ATHLETIC TRAINING

DISCOVER

STRATEGY 1

Foster a Culture of Scholarship Excellence

OSU-CHS will foster a research culture that is purposeful and aligned with its mission to improve health in rural and underserved communities in Oklahoma and beyond. This culture will emphasize collaboration, accountability, and visibility of scholarship across all departments and programs. Faculty and students will be supported through seed funding and recognition programs that reward measurable outcomes such as publications, grants, and community impact. To enhance external visibility, OSU-CHS will actively promote research achievements through strategic communication, participation in national and international conferences, and partnerships that amplify the institution’s reputation as a leader in health innovation. Collectively, the culture will emphasize a “One Health, One Mission” mindset that propels both graduate programs and the medical college through the next 10 years.

PRIMARY 2026–2036 OBJECTIVES:

• Increase the number of faculty engaged in sponsored research activities (i.e.: PI/CoPIs for research).

• Increase peer-reviewed publications on rural and underserved health topics.

• Grow annual externally funded research (direct costs and including clinical trials).

• Continue and strategically expand annual seed grant program.

• Implement new Office of Vice President of Research (OVPR) discretionary matching grant reserve, focusing on graduate student stipend support.

• Expand partnerships with clinic/hospital sites to co-produce research that measurably improves access to care (community impact).

• Increase external visibility via invited/plenary talks, national conference presentations, service on grant review panels and national media features.

publications

underserved publication share

publication topic coding; library analytics Research Office + Library External research funding (direct costs)

federal awards

DISCOVER

STRATEGY 2

Promote Research Training and Mentorship

OSU-CHS will enhance and expand research mentorship programming and strengthen internal support systems needed to enable the OSU-CHS research community (faculty, postdoctoral researchers, residents, medical students) to obtain the resources and training needed to develop research concepts, to secure internal and external funding, to execute research plans, to track outcomes, to manage grants, and to gain recognition. OSU-CHS will also support faculty and student research endeavors by providing library research support services and expanded availability, accessibility, and utilization of electronic databases such as open access journals for mining and analyzing health-related information and outcomes.

NIGMS Special Emphasis Panel (SEP)–reviewed programs, including Centers of Biomedical Research Excellence (CoBREs), are central to OSU-CHS’s institutional strategy for research mentorship and workforce development. OSU-CHS intentionally invests in these mechanisms as structured, mentored environments that accelerate the development of early- and mid-career investigators. In alignment with broader institutional commitments to faculty development and shared research resources, current and future CoBRE awards extend OSU-CHS mentorship investments by providing protected research time, multi-level mentoring teams, access to advanced scientific cores, and clear pathways to independent NIH funding. Institutional resources are strategically aligned to support SEP-reviewed programs and proposals, including CoBRE, BRE-SPAD, INBRE, IDeA-CTR, and IPERT, ensuring sustained mentoring capacity across the research continuum.

The Center for Integrative Research on Childhood Adversity (CIRCA), an active Phase II CoBRE, exemplifies OSU-CHS’s approach to integrating externally funded, SEP-reviewed centers into its broader research and mentorship ecosystem. CIRCA demonstrates how institutional investment amplifies NIH-supported mentorship by building durable research capacity, strengthening the faculty pipeline, and advancing investigator independence in areas of critical importance to Oklahoma’s health needs. As part of a long-term strategy to enhance faculty success and institutional competitiveness, OSU-CHS is committed to sustaining and advancing this mentorship infrastructure through continued institutional support, strategic progression of CIRCA toward Phase III, and the targeted pursuit of additional CoBRE programs in priority biomedical research areas, including addiction, obesity, psychiatric illness, and health innovation systems.

PRIMARY 2026–2036 OBJECTIVES:

• Enhance structured research mentorship program, with strategic focus on NIH SEP programs.

• Increase annual grant submissions, success rates for investigator-led research proposals.

• Deliver grantsmanship/research training workshops and identify and support a certified grantsmanship instructor, enabling more frequent and cost-effective workshop delivery.

• Ensure medical students complete a defined research experience and expand resident research-in-progress presentations.

• Expand library-enabled research, conduct systematic or scoping reviews, and increase utilization of e-resources.

DISCOVER

STRATEGY 3

Develop Pathways in Translational Research

OSU-CHS will build the infrastructure needed to support translational research, moving novel treatments along the entire spectrum of therapeutic development. This will leverage strong public-private partnerships, cutting-edge clinical trial infrastructure and OSU’s growing research enterprise to accelerate the discovery and deployment of novel and precision therapeutics. With a focus on addressing the most urgent health challenges facing Oklahomans, the bio incubator and clinical trials hub will serve as a catalyst for innovation, connecting academic investigators, clinicians, industry partners and community stakeholders to position Oklahoma as a leader in health innovation.

PRIMARY 2026–2036 OBJECTIVES:

• Grow the centralized clinical trials hub achieving ≥25 new trial activations per year by 2031 and ≥35 by 2036.

• Increase rural/underserved enrollment across trials.

• With industry leadership, help secure IND/IDE submissions via academic–industry collaborations.

• Scale the bio incubator to yield patents and licenses/ options to support the Oklahoma labor force and economy.

demographics; site reports Clinical Trials Office + Community Sites

Regulatory affairs logs Research Office + Industry Partners

DISCOVER

STRATEGY 4

Development of Artificial Intelligence (AI) Research Infrastructure

OSU-CHS will responsibly and strategically build an intellectual infrastructure that equips our community to engage with AI thoughtfully, ethically and creatively. This includes cultivating subject-matter experts across relevant research domains, establishing interdisciplinary AI innovation teams and developing clear policies and guidelines that promote academic integrity, data privacy and the safe use of AI in research by faculty, staff, and students.

PRIMARY 2026–2036 OBJECTIVES:

• Establish governance committee; publish and implement AI governance policies.

• Establish interdisciplinary AI innovation teams.

• Stand up secure, FAIR (Findable, Accessible, Interoperable, and Reusable) — compliant research data infrastructure; publish datasets to institutional repositories.

• Integrate responsible AI methods into research workflows across all relevant departments.

HEAL

STRATEGY 1

Organizational Alignment for Success

OSU-CHS healthcare delivery, OSUMC and all subsidiary entities of the OSU Medical Trust will undergo a strategic review of operations and organizational structure and responsibilities to optimally align critical functions with appropriate senior leadership to maximize efficiency and drive results.

STRATEGY 2

Promote Excellence in Clinical Care

OSU-CHS will deliver superior patient care in an academic health center environment that advances physician led care and osteopathic principles Patients will receive care from multidisciplinary teams utilizing the latest technology and evidence-based approaches to clinical care. This care will be augmented through cutting edge research, virtual care, Project ECHO and clinical service expansion at OSUMC and other strategic partners Our clinical expansion efforts will highlight the following priorities and partnerships:

OSU Medical Center (OSUMC)

OSUMC continues to serve as OSU-CHS’s primary teaching hospital. With an approved $200 million expansion of the hospital, OSU-CHS is positioned to expand alongside anticipated growth of the hospital

Community Hospital Partners

While the OSUMC will continue to serve as the primary training site, OSU Physicians will provide care in additional hospital training sites, including a Level I trauma center, to maintain the educational oversight needed for students and residents

Expansion of Primary Care

OSU Medicine will continue to expand its primary care network to better support OSUMC and specialty care expansion. Specific priorities for primary care expansion will include:

• Collinsville: OSU Medicine will open an outpatient clinic in Collinsville by 2027. This state-of-the-art clinic will feature primary care, urgent care, specialty physician care, labs and imaging.

• South Tulsa: OSU Medicine will open an expanded outpatient clinic in south Tulsa. This state-of-the-art clinic will also feature primary care, urgent care, specialty physician care, labs and imaging.

• Integrated Care Center/Telehealth Institute: OSU-CHS will develop the Integrated Care Center/Telehealth Institute that will serve as a primary teaching location for family medicine, pediatrics, and OB/GYN. This re-imagined facility will encourage care integration between primary care specialties, behavioral medicine, and other medicine

sub-specialties. Additionally, the facility will allow for the incorporation of the latest developments in virtual health and AI into our physician training curriculum.

• Collaborative Care Model with Behavioral Health and Primary Care: OSU Medicine primary care clinics will partner with the Department of Psychiatry to offer innovative models in collaborative care that will provide comprehensive, whole patient care and meet the requirements of Medicare and commercial payers.

Expansion of Specialty Care

In addition to expanding its primary care footprint, OSU-CHS will continue to expand its focus on specialty physician care training with focus in the following areas:

• OSU Behavioral Health: OSU Behavioral Health will play a leadership role in the development, training and expansion of the Oklahoma Psychiatric Care Center.

• OSU Sports Medicine/Orthopedics: OSU-CHS will continue to expand its excellence in orthopedic training through the continued recruitment of full-time faculty. OSU Orthopedics will establish itself as a leader in delivering cutting edge training and clinical care through partnerships with OSU Athletics, local-area professional sports programs and local-area high schools.

• Primary Care Specialties: Primary care specialty training and clinical service is foundational to OSU-CHS’s mission. OSU will continue to invest in the key primary care specialties of family medicine, internal medicine, pediatric medicine, and OB/GYN medicine.

• Addiction Clinic Merger with Research: The OSU addiction clinic will merge with the research efforts at the Hardesty Center for Clinical Research and Neuroscience to develop an integrated clinic that delivers the highest level of clinical care while offering access to research protocols and clinical trials.

• Other Key Programs: OSU-CHS will continue to support clinical expansion and training in key established specialty physician training programs that include emergency medicine, cardiology, general surgery and osteopathic manipulation.

HEAL

STRATEGY 3

Cultivate Strategic Partnerships

In addition to expanding the clinical footprint at OSUMC, OSU will expand strategic partnerships with the Veterans Administration, Saint Francis Health System, and our tribal partners

Veterans Administration

The establishment of the James Mountain Inhofe VA Medical Center adjacent to OSUMC allows for a synergistic bond between OSU Medicine and the Veterans Administration This relationship will continue to be enhanced through expanding joint faculty hiring beyond the existing relationships in cardiology, general surgery, orthopedics and OB/GYN, to include specialty care service line planning that strengthens and compliments both organizations.

Tribal Partners

Our partnerships with tribal nations will continue to be instrumental in helping us improve the health outcomes of rural Oklahomans Many tribal nations are in rural areas, and their communities experience significant disparities in health status especially in addressing chronic conditions such as diabetes and cardiovascular diseases

OSU will collaborate closely with our tribal partners to ensure that their tribal health systems will have access to 1) our human capital (medical learners and physician faculty) and 2) our resources such as our hospital simulation center and clinical expertise Helping tribal communities lead healthier lives will be critical to furthering our goal of improving the health outcomes of rural Oklahomans

Our Office for American Indians in Medicine and Science will continue to work with tribal nations to build a sustainable American Indian physician workforce pipeline

OSU will expand on its current tribal partnerships which include:

• Cherokee Nation: In addition to our medical school partnership with the Cherokee Nation, OSU will provide needed support for hospital and outpatient care including areas such as emergency medicine, orthopedics and cardiology.

• Muscogee (Creek) Nation: OSU currently partners with the Muscogee Nation by providing support for inpatient and outpatient cardiac care at the Council Oaks Hospital. OSU is also partnered with the Muscogee (Creek) Nation through our OB/GYN department and have established a collaborative relationship with the Okmulgee Indian Health Center for labor and delivery care at OSUMC. Continuing to grow services through this relationship is a priority.

• Choctaw Nation: OSU will continue to strengthen our relationship with the Choctaw Nation through a first-ofits-kind virtual hybrid clinic. The clinic, located in southeastern Oklahoma, operates with a limited onsite staff, while healthcare providers remotely manage patient care through innovative virtual technology. Open to tribal and non-tribal citizens, the clinic is designed to meet the needs of those requiring same-day care but don’t need emergency room services. We expect to grow this model with the Choctaw Nation and potentially other tribal organizations.

Saint Francis Health System

Saint Francis has and will continue to be an important strategic partner for both clinical and educational expansion opportunities for OSU. Currently, Saint Francis serves as an important training site for pediatrics, cardiology, interventional cardiology, GI fellowships, as well as OSU’s OB/GYN and orthopedics residencies. In the future, additional programs will include pulmonary critical care, advanced cardiac subspecialities, neonatology and other specialty physician training. Saint Francis serves as OSU’s Level I trauma strategic partner and will continue growth initiatives through a formal academic affiliation agreement.

Health Systems, Community Hospitals, FQHCs and Private Practices

Our medical learners will continue to complete clinical rotations and residency programs through hospitals, private rural clinics and federally qualified healthcare centers (FQHCs). In addition to hosting and employing our medical students, many of these healthcare partners have been participating in Project ECHO sessions. As we roll out virtual medicine clinics and virtual monitoring services, many of these healthcare partnerships will become consumers of such services.

Oklahoma Psychiatric Care Center

With the construction of the Oklahoma Psychiatric Care Center, a mental health hospital will be located on OSU Academic Medical District for the first time. The development of new residency programs and services beyond psychiatry, including emergency medicine and internal medicine, will be pursued.

State Healthcare Agencies

OSU will cultivate strong relationships with critical state healthcare agencies such as the Oklahoma Health Care Authority, Oklahoma State Department of Health, Oklahoma Department of Mental Health and Substance Abuse Services, and Tobacco Settlement Endowment Trust. These state agencies provide significant public funding for many of OSUCHS’s patient care, clinical teaching and residency programs.

HEAL

STRATEGY 4

Strengthen and Expand Student and Residency Training

OSU-CHS will continue to promote exceptional patient care through supervised patient care provided by our residents, medical students, and PA students. We will collaborate with health systems, hospital partners and the State of Oklahoma to ensure graduate medical education meets the physician workforce needs of Oklahoma. We will also continue to develop partnerships with health systems, hospitals and clinics to establish a plethora of clinical rotation opportunities for our medical students. In addition to supporting our existing residency programs, OSU-CHS will also explore the feasibility of expanding fellowship opportunities in the areas of neurology, pulmonary critical care, neonatology, ophthalmology, sports medicine and cardiology subspecialties.

STRATEGY 5

Promote Innovation

The Institute of Virtual Care and Innovation

The Institute of Virtual Care and Innovation will be the central hub for all virtual care and digital health activities at OSU-CHS. Its purpose is to innovate, evaluate and implement virtual care models and technologies across the state. It will operate under three primary tasks.

Task 1: Clinical Service Delivery

OSU will establish a comprehensive, statewide virtual care ecosystem that delivers high-quality, patient-centered care across various settings and specialties, making OSU-CHS the primary virtual care provider for Oklahoma.

KEY INITIATIVES:

• Statewide Direct-to-Consumer Virtual Care Expansion: Fully launch and expand a direct-to-consumer model for all Oklahomans, including specialty e-consults and proactive health management, with seamless integration of virtual and in-person care.

• Advanced AI-Powered Workflows: Implement AI-driven Clinical Decision Support Systems (CDSS) for real-time, evidence-based treatment and integrate data from wearables/sensors for AI-powered population health and chronic disease management.

• Comprehensive Virtual Services: Expand tele-specialty consults for rural facilities, increase tele-emergency and critical care partnerships with rural EDs and significantly grow the Tele-Behavioral Health ecosystem (psychiatry, counseling and addiction services).

Task 2: Research

OSU-CHS will become a leading research institution for virtual care and digital health, particularly in rural health applications, generating evidence-based models that inform best practices and advance the field.

KEY INITIATIVES:

• Rural Virtual Care Innovation Lab: Design and implement pilot programs leveraging new technologies in rural settings and conduct rigorous Health Outcomes & Economic Impact Studies to evaluate effectiveness and cost-efficiency.

• Advanced Data Analytics & AI/Machine Learning Research: Research AI/ML algorithms for predictive analytics in population health and explore/validate the integration of AI tools for diagnostic and therapeutic assistance within the provider network

Task 3: Education

OSU-CHS will embed virtual care and digital health competencies into the core curriculum for all OSU-CHS students and provide robust continuing education for current healthcare professionals, preparing them to lead in the evolving healthcare landscape

KEY INITIATIVES (5-10 YEAR HORIZON):

• Integrated Virtual Care Curriculum: Integrate virtual care concepts as a longitudinal thread for all students (DO, PA, Nursing), expand simulation and experiential learning (including VR/AR) and introduce the Tele-ED training model for APPs.

• Rural Health and Technology Immersion: Incorporate and expand telehealth-specific clinical rotations for rural settings, equip residents to be rural technology leaders and train future rural hospital administrative leaders via a Rural Administrative Fellowship

• OSU Medicine Project ECHO Expansion and Innovation: Continuously invest in and expand the number, scope and technology integration of Project ECHO service lines to enhance knowledge sharing.

Clinically Integrated Provider Network

OSU will perform a feasibility study to evaluate the establishment of Clinically Integrated Network (CIN) across Oklahoma to empower independent rural hospitals with the resources and shared services needed for sustainability and enhanced patient care. This will create a coordinated system of high-quality, value-based care throughout the state.

Population Health

A pilot project using an AI-driven app for nursing case management will be initiated to improve population health in Oklahoma. The app integrates advanced smartphone technology to collect a wide range of biometric and behavioral

No current operations in

Integrated Care Center and Telehealth Institute Facility

Implement statewide direct to student virtual care network

Construction of a replacement clinic for the Healthcare Center that integrates FM, peds, OB/GYN and behavioral health and serves as the home for the Telehealth Institute

Establish a relationship with the Oklahoma Department of Education to create a statewide network of virtual care services in Oklahoma schools

AI-driven health interventions

Current operations in HCC

data. This comprehensive system not only focuses on managing chronic diseases but also identifies subtle trends and early warning signs that might otherwise go unnoticed.

This technology holds significant promise for addressing the pressing need for improved health outcomes among Oklahoma’s rural populations, where chronic diseases disproportionately affect communities. By empowering virtual nursing teams with actionable insights, the app fosters proactive interventions, potentially preventing the progression of undiagnosed conditions. This innovation could represent a transformative step in reducing disparities and improving overall health and well-being in Oklahoma rural communities.

Operations with 1-2 primary care providers, urgent care activity, and rotating specialists with 2.500 primary care lives under management

Funding identified and construction plan developed

Full operations with 3 primary care providers, urgent care activity and rotating specialists with 6,000 primary care lives under management

Fully operational replacement clinic by 2036

Facility records Asst. VP for Facilities

Behavioral health integration

Track and evaluate the number of AI-driven health interventions initiated by nursing case management app

Deployment of the collaborative care model to primary care clinic with OSU Medicine

20,000 current students in districts with services

Establish relationships with school districts with a total student population above 250,000 by 2031

Maintain relationships with school districts with a total student population above 250,000 by 2036

Oklahoma State Department of Education

Executive Director of Strategic Initiatives

No current targets or measurements

Monthly reporting Monthly reporting Case management app

No current clinics 100% participation by primary care clinics by 2031

Maintenance of 100% participation by primary care clinics by 2036

Executive Director of Strategic Initiatives

Clinic collaborative care encounters Chair, Dept of Psychiatry

ENGAGE

Engagement with key audiences plays a key role in advancing the mission of the OSU-CHS. From alumni and donors to legislative officials, healthcare partners, patients and Oklahoma middle, high school and undergraduate students, a steady cadence of communications and outreach events allows OSU-CHS and OSU Medicine to remain top of mind. A successful engagement strategy incorporates input from and participation with a wide range of stakeholders across the institution to ensure a dynamic, creative and integrated approach is maintained.

STRATEGY 1

Strategic Communications and Marketing Plan

With input from OSU-CHS leadership and led by the office of External Affairs, OSU-CHS will design a comprehensive marketing and communications strategy that speaks to the following audiences:

• Prospective students (elementary/middle/high school; undergraduate).

• Current students.

• Alumni.

• Donors.

• Stakeholders and partners.

• OSU A&M Board of Regents.

• Legislators.

• Patients and prospective patients.

This comprehensive marketing and communications plan will include the following tactics:

• Paid advertising: print, digital, outdoor, radio and television.

• Email marketing.

• Direct mail marketing.

• Development of collateral materials.

• Social media.

• Earned media with news outlets across state, regional and national outlets.

External Affairs will work with OSU Brand Management to incorporate key messages and themes from the system-wide campaign The Code Calls, as well as develop additional smaller campaigns localized to OSU-CHS needs for key audiences.

ENGAGE

STRATEGY 2

Engaging Rural and Underserved Oklahoma Students

To create a pathway for students who could someday potentially fill much-needed roles in Oklahoma’s healthcare industry particularly in rural and underserved areas OSU-CHS will engage both undergraduate and elementary/ middle/high school students with the following outreach strategies:

Operation Orange — Operation Orange is the well-established outreach brand designed to engage and raise awareness among high school students about the programs offered at OSU Center for Health Sciences The goal is to increase representation of underserved, rural and urban students in medical programs and retain them in Oklahoma communities

• Collaborate with Rural Health AHEC team to maintain consistent, year-round awareness in their five locations: Tahlequah, Durant, Stillwater, Enid, and Lawton.

• Target regional university career fairs and recruitment events.

STRATEGY 3

• Collaborate with regional STEM Alliance organizations in Lawton and Tulsa.

• Utilize the new mobile SIM van when available for these events.

• Engage with current students to maximize their impact on prospective students as ambassadors and volunteers.

Sponsorships & Partnerships OSU-CHS will continue to sponsor a variety of existing STEM-focused events targeting high school and middle school students, including:

• Tulsa Discovery Lab sponsorship.

• K-12 STEM conferences.

• FFA Annual Convention.

• Oklahoma Statewide Science Fair.

Engaging OSU-COM Alumni and Donors

Alumni from OSU-COM are a vital audience who can support the institution in many ways. Serving as role models and mentors to the next generation of Oklahoma physicians is a key avenue for engagement. Working with the OSU Alumni Association, we have contacts for alumni living and working in key rural communities across Oklahoma, including Ada, Durant, Woodward, Lawton, Stillwater, McAlester, Enid and Cleveland. Engaging these alumni as we develop rural outreach and mentorship strategies will be essential to our success.

In addition, OSU-COM alumni represent a key audience for donor support. Working with the OSU Alumni Association and the OSU Foundation, we will engage with this alumni community in a variety of ways, including:

• Distributing “Vitals,” the annual CHS impact report.

• Sending a quarterly alumni update email newsletter.

• Hosting a reception at the AOA annual conference, OMED

• Hosting “Orange Connections,” a smaller alumni gathering in a specific city.

• Inviting them to attend “Orange Impact,” the bi-annual CHS-specific fundraising event.

• Distributing the “Scope” email newsletter.

ENGAGE

STRATEGY 4

Engaging Talent, Patients and Communities

Strong relationships with our communities and the patients we serve are at the heart of the mission at OSU Center for Health Sciences. With that in mind, we will enlist the following strategies to ensure continued success:

Community Partnerships & Sponsorships

OSU-CHS strives to be a collaborative partner on every initiative we undertake. Strategic partnerships with public and private entities, including local foundations, indigenous Oklahoma tribes and city, county and state agencies provide ongoing support for our goals and create opportunities for growth. OSU-CHS will seek new partners while maintaining existing relationships to create mutually beneficial opportunities.

This partnership includes healthcare organizations where our rotations, residencies and fellowship programs are located throughout Oklahoma. Continual communication, requests for feedback and support from the OSU Medicine brand will keep the institution top of mind with those healthcare providers and community members.

Community service is also central to the mission of OSU-CHS. The institution engages in service to our communities near campus and across the state in several ways, including:

• Student club community service projects.

• Annual health fair at the Center for Individuals with Physical Challenges.

• Yearly service day with the Staff Advisory Council.

• Service hours during OSU-COM student orientation.

• Campus-wide support of Tulsa Area United Way.

OSU-CHS social media followers Followers on all social platforms owned by CHS (Facebook, Instagram, LinkedIn, X, YouTube, TikTok)

High school students reached in Oklahoma

• Table sponsorship at numerous fundraising events throughout the year.

• Outreach to support a wide variety of nonprofit organizations in the Tahlequah community.

• Providing campus assets to community partners (e g , waiving rental fees for facility usage, etc.).

Prospective Talent

A strong institution is made up of individuals who believe in our mission and live it out daily Engaging, attracting, and retaining talent is core to providing optimal student experience on campus and high-quality patient care in our clinical settings Communication channels are important to convey career development opportunities and benefits as well as the OSU-CHS culture and mission.

Current students are another vital group to engage when attracting future talent to the institution OSU-CHS External Affairs will continue to work with Human Resources and OSU-CHS leadership to ensure messaging through our advertising campaigns, earned media opportunities, social media channels and events are optimized to assist in employee recruitment.

Current and Prospective Patients

Across the Tulsa metropolitan area and other locations in northeastern Oklahoma, the OSU Medicine brand is reflected through our teaching hospital, OSU Medical Center and our OSU Medicine clinics Ongoing marketing communications targeting physician referrals and new patients are a core pillar of the strategy outlined above in Part One.

Strategic Pillar Planning Members

EDUCATION

Dennis Blankenship, DO (Faculty)

Jason Beaman, DO (Faculty)

Jeff Hackler, JD (Faculty)

Chuck Thurman, DO (Faculty)

Carrie Gilstrap, DO (Faculty)

Amy Harrison, MS (Faculty)

Jen Volberding, PhD (Faculty)

Mousumi Som, DO (Faculty)

Sara Bradberry, EdD (Staff, Tahlequah)

Eden McDowell, SGA Admin VP (Student, Tahlequah)

Kelly Murray, PharmD (Faculty Senate)

DISCOVER

Dawn Underwood, PhD (Staff)

Randall Davis, PhD (Faculty)

Lora Cotton, DO (Faculty)

Deena Wheeler, PhD (Faculty)

Kent Smith, PhD (Faculty)

Kyle Simmons, PhD (Faculty)

David Wallace, PhD (Faculty)

Gerwald Koehler, PhD (Faculty)

Nedra Wilson, PhD (Faculty)

Julie Croff, PhD (Faculty)

Amber Hood, DFS (Staff)

Kelsea Schultz, Class President (Student, Tulsa)

Micah Hartwell, PhD (Faculty Senate, Tahlequah)

HEAL

Eric Polak, MBA (Staff)

Mike Shea, DHA (Staff)

Damon Baker, DO (Faculty)

Lora Cotton, DO (Faculty)

Sara Coffey, DO (Faculty)

Erin Brown, DO (Faculty)

Amanda Foster, DO (Faculty)

Aaron Lane, DO (Faculty)

Tim McKay, DO (Faculty)

Mike Thomas, MD (Faculty)

Jen Wilson, DO (Faculty)

Amy Harrison, MS (Faculty)

Bill Schloss, (Staff)

Karen Muse, (Staff)

Melissa Cox, (Staff)

Brandi Van Blarcum, Class President (Student, Tahlequah)

Heather Rector, DO (Faculty Senate)

ENGAGE

Monica Roberts, (Staff)

Bill Schloss, (Staff)

Natasha Bray, DO (Faculty, Tahlequah)

Doug Nolan, DO (Staff, Tahlequah)

Angela Bacon, PhD (Staff)

Brenda Davidson, DHA (Staff)

Nicole Farrar, DO (Faculty)

Leroy Young, DO (Faculty and OOA)

Bavette Miller, PhD (Faculty)

Mathew Finny, MHA (OSUMC)

Ashley Adkins, DHA (Staff)

Brad Anderson, DO (Faculty)

Eric Polak, MS (Staff)

Kevin Holmes, (Staff)

Becca Floyd, (Staff)

Madeline Rowe, SGA President (Student)

Julie Dionne, DO (Faculty Senate)