Meaningful Education and Training

Creating professional development opportunities for our faculty will improve our residents’ and fellows’ educational and professional experiences.

GME Outcome 1.1: Create a mentoring training program and other infrastructure to support program directors and program coordinators

GME Outcome 1.2: Implement faculty development programming to improve teaching, evaluation and feedback and track progress using: (a) participation/completion rates, (b) adoption of standardized evaluation/feedback tools and (c) learner-reported quality of feedback and teaching

GME Outcome 1.3: Establish an office to connect housestaff with research opportunities and support their activities through collaboration

GME Outcome 1.4: Establish and implement a framework for incorporation of AI into training residents and fellows

GME Tactic 1.1: Disseminate a needs assessment and create a list of program director and program coordinator “content experts” to serve as mentors for new program leaders

GME Tactic 1.2: Create a faculty development program, in close collaboration with the faculty development office, with quarterly workshops to include education on teaching strategies, evaluation and effective feedback

GME Tactic 1.3: Establish a research support hub under new Director of GME Research to assist housestaff to find faculty mentors, provide guidance on research design, assistance with IRB and regulatory hurdles, referral for statistical support and connection to a community of physician researchers

GME Tactic 1.4: Establish working group on housestaff utilization of AI

GME Tactic 1.5: Create guidelines for housestaff utilization of AI in clinical documentation

GME Tactic 1.6: Implement mentoring/coaching development program for PDs, PCs and faculty

GME Tactic 1.7: With the 2025-2026 academic year as a baseline, achieve annual increases during the next three years of 10% or more in the number of residents and fellows who have had posters accepted to local, regional and national meetings during their training

GME Tactic 1.8: Implement framework for housestaff utilization of AI in clinical decision-making

Integrating graduate medical education across the VCUHS community, and in particular, at our rural sites (such as Community Memorial Hospital, etc.), will prepare providers and staff to effectively work, teach and collaborate with housestaff, and it will prepare housestaff to provide care to diverse populations in multiple settings.

GME Outcome 2.1: Understand needs of faculty and provide programing to support educational mission at our rural hospitals

GME Outcome 2.2: Establish a baseline level of faculty participation in existing GME faculty development programs and increase participation by 5% annually

GME Outcome 2.3: Enhance GME footprint at our rural facilities by creating and supporting elective rotations

GME Tactic 2.1: Disseminate needs assessment to faculty at our rural hospitals to inform content creation

GME Tactic 2.2: Actively engage faculty to participate in existing GME faculty development programs to establish a baseline level of faculty participation

GME Tactic 2.3: Work with existing programs to create rural rotations at CMH and Tappahannock

GME Tactic 2.4: Create and implement quarterly faculty development programming for our rural sites

GME Tactic 2.5: Implement rural health resident rotations at CMH or Tappahannock for at least 2 programs

Fostering a culture that is respectful, inclusive and equitable is critical to the academic and educational success of our graduate medical students.

GME Outcome 3.1: Implement a structure that enables Housestaff to get an urgent appointment at CTC or EAP within 72 hours and a preventative care appointment at CTC within 30 days

GME Outcome 3.2: Develop and promote peer support programs for housestaff through collaboration with the Employee Assistance Program

GME Outcome 3.3: Promote inclusion and belonging for our housestaff

GME Outcome 3.4: Synergize with the Joy in Medicine® program where it makes sense

GME Tactic 3.1: Improve housestaff access to primary care and mental health resources through the Center for Team Care and the Employee Assistance Program

GME Tactic 3.2: Work with EAP to train at least 10 peer supporters (combination of faculty and residents) and create framework for engagement and sustainability

GME Tactic 3.3: Increase participation in our Housestaff Council by 50%

GME Tactic 3.4: Hold at least 2 events to support inclusion and belonging with the institution

GME Tactic 3.5: Implement opt-out transition check-in and support program for new interns with EAP

GME Tactic 3.6: Evaluate success of Peer Support Program and implement framework for sustainability

GME Tactic 3.7: Work with SOM to establish Mentorship Academy that incorporates the UME, GME and faculty

Effective training, supervision and feedback will ensure our patient care is consistently safe, skilled and kind.

GME Outcome 4.1: Expand education on the social drivers of health and understanding of Epic SDoH tools, incorporating interprofessional training and collaboration to individual departments in a Grand Rounds setting

GME Outcome 4.2: Work with office of VCUHS Chief Quality and Safety Officer to train at least 25% of overall housestaff on principles of high-reliability organizations, with particular emphasis on communications skills

GME Tactic 4.1: Create and disseminate educational programming on social determinants of health and how to incorporate into quality improvement

GME Tactic 4.2: Institution provides summary information of patient safety reports to housestaff and faculty members. Programming (Year 2) developed from gaps identified in the reports

GME Tactic 4.3: Work with VCUHS leadership to create and disseminate educational programming on principles of high-reliability organizations and effective interdisciplinary communication