Vision
The Vision of ̽̽ (̽̽) is to be among the nation’s premier research universities with a comprehensive commitment to a liberal arts education, environment, health, and public service.
Mission
In support of this vision, the mission of the ̽̽ Larner College of Medicine is to educate a diverse group of dedicated physicians and biomedical scientists to serve across all the disciplines of medicine; to bring hope to patients by advancing medical knowledge through research; to integrate education and research to adv ance the quality and accessibility of patient care; and to engage with our communities to benefit Vermont and the world.
Values
- Professionalism at the heart of patient care, research, and education
- Diversity, Equity, and Inclusion as essential components of all we do
- Commitment to the wellness of students, staff, and faculty
- Innovation of clinical care, research, and education
- Advocacy to promote public health and improve social conditions, including rural health disparities
- Building on our land-grant heritage to improve the health of Vermont and our region
- Excellence in all we do
- Stewardship of resources
- Service to our patients, our university, and our community
Professionalism at the Larner College of Medicine
Our Larner College of Medicine community upholds the highest standards of professionalism as we follow our passion for lifelong learning and improvement. We demonstrate professionalism through integrity, accountability, compassion, altruism, and social responsibility. We honor the trust our society has placed in us as stewards of the art and science of medicine, relying on cultural humility, kindness, and respect to guide our daily interactions. We expect all members of our community to embrace these principles of professionalism as we strive to conduct and support patient care, research, and education that are second to none.
Vision 2025 unifies plans within the College and aligns with ̽̽’s strategic vision for Amplifying Our Impact and the implementation of that vision through achievement of the Academic Success Goals.
Strategic Priorities
Objective 1
| CLINICAL: Maximize ̽̽ Health Network (̽̽HN) collaboration and partnerships | Incorporate missions of research and education into full implementation of network departments |
| EDUCATION: Prepare the physicians and scientists of the future | Preserve the fundamentals of being a physician: professionalism; first, do no harm; joy of caring; wellness |
| RESEARCH: Advance scope and impact of research | Improve infrastructure: Firestone Building, Center for Biomedical Shared Resources, Given Building renovation; sustained access to shared resource services; enhanced data processing/storage capabilities |
| COMMUNITY: Commit to the health of our state and region | Build on the land grant tradition of ̽̽ in commitment to accessibility across economic class and leveraging our knowledge in support of the community |
Objective 2
| CLINICAL: Maximize ̽̽ Health Network (̽̽HN) collaboration and partnerships | Commitment to public health, population health, health services research, and value‐ based population care |
| EDUCATION: Prepare the physicians and scientists of the future | Promote interprofessional education and care; incorporate personalized medicine (genomics, proteomics, etc.) |
| RESEARCH: Advance scope and impact of research | Focus on current strengths and future opportunities: strengths in mechanistic, translational, and clinical research domains; support for innovation and entrepreneurship |
| COMMUNITY: Commit to the health of our state and region | Focus on primary care and public health |
Objective 3
| CLINICAL: Maximize ̽̽ Health Network (̽̽HN) collaboration and partnerships | Fully develop the role of Director of Research to increase the availability of clinical trials across the ̽̽HN; focus on rural healthcare delivery across our region |
| EDUCATION: Prepare the physicians and scientists of the future | Enhance communication through telemedicine, social media, and digital health devices |
| RESEARCH: Advance scope and impact of research | Strengthen mentorship and career development for faculty, graduate students, post‐doctoral fellows, medical students, and staff; maximize recruitment and retention |
| COMMUNITY: Commit to the health of our state and region | Further strengthen partnership and synergy with the ̽̽HN |
Objective 4
| CLINICAL: Maximize ̽̽ Health Network (̽̽HN) collaboration and partnerships | Fully develop the role of Director of Education to enhance clinical clerkship sites within the network; support graduate medical education; support innovation in continuing medical and interprofessional education |
| EDUCATION: Prepare the physicians and scientists of the future | Incorporate public health, environmental change, population health, health services research, big data, informatics, and artificial intelligence |
| RESEARCH: Advance scope and impact of research | Diversify funding portfolio for research support: foundations, industry partnerships, philanthropy |
| COMMUNITY: Commit to the health of our state and region | Strengthen policy and advocacy to promote public health and health equity; improve social conditions, including rural and racial health disparities |
Objective 5
| CLINICAL: Maximize ̽̽ Health Network (̽̽HN) collaboration and partnerships | Integrate DEI initiatives throughout ̽̽, LCOM, and the ̽̽HN |
| EDUCATION: Prepare the physicians and scientists of the future | Provide programs to support and retain students from diverse backgrounds |
| RESEARCH: Advance scope and impact of research | Enhance capacity for health equity research |
| COMMUNITY: Commit to the health of our state and region | Enhance connections with diverse communities |