Strategic Plan

2025-2030

At its core, this strategic plan honors the achievements of our first five years while positioning us to adapt to the rapidly evolving landscape of healthcare and education. These strategic pillars are interconnected and equally important, serving as the foundation for how we will allocate resources, structure initiatives, and fulfill our vision over the next five years. By focusing on these priorities, we will cultivate an environment where innovation thrives, partnerships flourish, and our students are equipped to tackle the most pressing challenges in healthcare today and beyond.

Education

Goal 1

To train next-generation healthcare leaders through an innovative, longitudinally cohesive, and experientially integrated curriculum at the evolving forefront of the convergence of engineering and medicine.

No.	Strategic Priority/ Goal	Target Date
KPI 1.1-1a	Percent reduction in redundancy	46022
KPI 1.1-1b	Percent alignment with LCME/USMLE standards	46022
KPI 1.1-1c	Quantify the percentages of material dedicated to biodesign vs. technical engineering	46022

No.	Strategic Priority/ Goal	Target Date
KPI 1.1-2a	EnMed approval	Phase I: 8/31/2025 Phase II: 8/31/2026
KPI 1.1-2b	COE approval	Phase I: 9/30/2025 Phase II: 9/30/2026
KPI 1.1-2c	COM approval	Phase I: 9/30/2025 Phase II: 9/30/2026
KPI 1.1-2d	Graduation rates	yearly after approval
KPI 1.1-2e	Step I pass rates	yearly after approval
KPI 1.1-2f	Step II scores	yearly after approval
KPI 1.1-2g	OSCE pass rates	yearly after approval
KPI 1.1-2h	Residency match success	yearly after approval
KPI 1.1-2i	Student surveys (program satisfaction, blending effectiveness, etc.)	yearly after approval
KPI 1.1-2j	Clerkship faculty feedback	yearly after approval
KPI 1.1-2k	Residency program feedback	yearly after approval
KPI 1.1-2l	Alumni feedback	yearly after approval
KPI 1.1-2m	Percentage of session that are flipped	yearly after approval
KPI 1.1-2n	Number and types of publications/abstracts	yearly after approval
KPI 1.1-2o	IP, Patents, Licenses, Start-Ups, Revenues	yearly after approval

No.	Strategic Priority/ Goal	Target Date
KPI 1.1-3a	EnMed approval	Phase I: 8/31/2025 Phase II: 8/31/2026
KPI 1.1-3b	COE approval	Phase I: 9/30/2025 Phase II: 9/30/2026
KPI 1.1-3c	COM approval	Phase I: 9/30/2025 Phase II: 9/30/2026
KPI 1.1-3d	Enrollment rates	yearly after approval
KPI 1.1-3e	Grades/Pass rates	yearly after approval
KPI 1.1-3f	Student surveys	yearly after approval
KPI 1.1-3g	Instructor and faculty feedback	yearly after approval

Goal 2

To create an active, supportive, and inspiring learning community that enhances student, staff, and faculty excellence, satisfaction, and wellness.

No.	Strategic Priority/ Goal	Target Date
KPI 1.2-1a	Conference participation metrics	biannually after approval
KPI 1.2-1a	Societal participation metrics	biannually after approval
KPI 1.2-1a	Societal leadership positions and awards	biannually after approval

No.	Strategic Priority/ Goal	Target Date
KPI 1.2-2a	Student surveys	annualy
KPI 1.2-2b	Faculty and staff surveys	annualy
KPI 1.2-2c	Student retention	annualy
KPI 1.2-2d	Faculty and staff retention	annualy

Research, Innovation, & Entrepreneurship

Goal 1

Establish World-Class Research Institute

No.	Strategic Priority/Goal	Target Date
KPI 2.1-1	Number of faculty and researchers recruited to the institute (Target: 15+ by 2028).	2028
KPI 2.1-2	Number of new research labs established (Target: 5+ fully functional labs by 2030).	2028

No.	Strategic Priority/Goal	Target Date
KPI 2.1-2-1	Secure wet lab space at IBT and dry lab space in the EnMed Tower.
KPI 2.1-2-2	Allocate funding for core research facilities.

No.	Strategic Priority/Goal	Target Date
KPI 2.1-3	Number of high-impact publications from institute researchers (Target: 50+ publications annually).
KPI 2.1-4	Number of institutional rankings or awards received (Target: Recognition in top 10 medical-engineering research institutions by 2030).

No.	Strategic Priority/Goal	Target Date
KPI 2.1-5	Number of interdisciplinary research projects launched annually (Target: 10+ collaborative projects per year).
KPI 2.1-6	Percentage of faculty engaged in cross-disciplinary research initiatives (Target: 70% participation by 2029).

Goal 2

Expand Research Funding and Partnerships

No.	Strategic Priority/Goal	Target Date
KPI 2.2-1	The number of externally funded grants by NIH, NSF, state funding, industry partners and private foundations.
KPI 2.2-2	Number of abstracts, manuscripts, presentations published and presented by our faculty and ENMED students
KPI 2.2-3	Financial impact on institution through IDCs and other sources

No.	Strategic Priority/Goal	Target Date
KPI 2.2-3	Develop strategic collaborations with industry leaders to establish sponsored research projects that provide mutual benefits.	2028

Goal 3

Expand Student Access to Research Opportunities

No.	Strategic Priority/Goal	Target Date
KPI 2.3-1	1. Develop a centralized platform to connect students with new EnMed research faculty. 2. Improve communication channels to facilitate student placements with HMH and IBT research faculty.

No.	Strategic Priority/Goal	Target Date
KPI 2.3-3	1. Maintain a comprehensive list of faculty mentors who guide students during IIEs.
KPI 2.3-4	Implement annual evaluations, including student feedback, to assess mentoring effectiveness.

No.	Strategic Priority/Goal	Target Date
KPI 2.3-5	1. Maintain a comprehensive list of f1. Create compensation plans for IIE mentors. 2. Provide research project funding to expand student opportunities.

No.	Strategic Priority/Goal	Target Date
KPI 2.3-4-1	Provide resources and mentorship to help students publish their research, strengthening their residency applications.

Goal 4

Establish a Paid Research Fellowship Year for our students

Goal 5

Build Commercial Innovation Portfolio

Goal 6

Create a launchpad for healthcare startups

Collaboration & Partnerships

Goal 1

Build Strategic Industry and Academic Partnerships

No.	Strategic Priority/Goal	Target Date
KPI 3.1.1-1	Number of identified high-potential partners
KPI 3.1.1-2	Number of outreach attempts and follow-ups
KPI 3.1.1-3	Percentage of positive responses or engagements initiated (target: 50% of outreach)
KPI 3.1.1-4	Number of new partnership agreements formalized

No.	Strategic Priority/Goal	Target Date
KPI 3.1.2-1	Number of industry-sponsored projects (target: 3)	2/27/2025
KPI 3.1.2-2	Number of guest lectures or workshops conducted by industry professionals (target: 6/year)	Ongoing
KPI 3.1.2-3	Survey results on student satisfaction with industry involvement in the curriculum.

No.	Strategic Priority/Goal	Target Date
KPI 3.1.3-1	Number of industry events attended or hosted (target: 3/year)	Ongoing
KPI 3.1.3-2	Media coverage or publications highlighting EnMed’s involvement in industry events. (target 2/year)	Ongoing

Goal 2

Advance Commercial Technologies

No.	Strategic Priority/Goal	Target Date
KPI 3.2.1-1	Number of technologies in development stages (e.g., prototype, MVP).
KPI 3.2.1-2	Number of technologies approved for animal studies (IACUC).
KPI 3.2.1-3	Number of technologies achieving external funding (e.g., grants, seed capital, etc.)
KPI 3.2.1-4	Revenue or licensing opportunities generated from patented technologies.

No.	Strategic Priority/Goal	Target Date
KPI 3.2.2-1	Number of invention disclosures submitted by faculty and students.
KPI 3.2.2-2	Number of patent applications filed (target: 5).
KPI 3.2.2-3	Percentage of patents granted out of total applications.

Goal 3

Create Advisory Leadership Board

No.	Strategic Priority/Goal	Target Date
KPI 3.3.1-1	Number of board members recruited (target: 12).
KPI 3.3.1-2	Representation diversity (e.g., percentage from industry, academia, and healthcare).
KPI 3.3.1-3	Number of board meeetings hosted annually.

No.	Strategic Priority/Goal	Target Date
KPI 3.3.2-1	Charter completion and approval date

No.	Strategic Priority/Goal	Target Date
KPI 3.3.3-1	Number of quarterly meetings held (target: 4 per year).
KPI 3.3.3-2	Attendance rate of advisory board members at each meeting (target: 75% attendance).
KPI 3.3.3-3	Number of actionable recommendations or initiatives proposed during meetings.
KPI 3.3.3-4	Percentage of recommendations implemented by EnMed leadership.

No.	Strategic Priority/Goal	Target Date
KPI 3.3.4-1	Percentage of board members actively participating in at least one key initiative.
KPI 3.3.4-2	Number of initiatives supported or overseen by advisory board members

No.	Strategic Priority/Goal	Target Date
KPI 3.3.5-1	Completion rate of the annual board performance review
KPI 3.3.5-2	Number of goals or recommendations achieved or implemented from board input.
KPI 3.3.5-3	Percentage increase in key metrics (e.g., partnerships, funding, or publications) attributed to board contributions.

Sustainability & organization

Goal 1

Strengthen Communication and Branding

No.	Strategic Priority/Goal	Target Date
KPI 4.1-1	Track the number of communication touchpoints produced monthly for students and employees (Target: 12 touchpoints annually)	Ongoing
KPI 4.1-2	Track the number of communication touchpoints produced quarterly for external affiliates (Target: 4 touchpoints annually)	Ongoing
KPI 4.1-3	Conduct semiannual satisfaction surveys (Target: maintain or exceed an 80% satisfaction rate in communication effectiveness)	Ongoing

No.	Strategic Priority/Goal	Target Date
KPI 4.1-4	Track the number of new Aggie core values branding installations at EnMed Tower (Target: increase by 50%)	12/1/2025
KPI 4.1-5	Ensure Aggie core values messaging is included in school-wide events and digital communications (e.g., newsletters, website, social media), (Target: 12 touchpoints annually)	Ongoing
KPI 4.1-6	Increase the number of Aggie core value references in new employee and student orientations (Target: 50% increase)	12/1/2025

Goal 2

Transparent Project Tracking and Funding

No.	Strategic Priority/Goal	Target Date
KPI 4.2-1	Achieve completion of the tracking system for current projects.	3/1/2025
KPI 4.2-2	Achieve completion of the tracking system for donor projects.	1/1/2026
KPI 4.2-3	Ensure 100% of relevant employees are trained on the tracking system for current projects by May 2025.	5/1/2025
KPI 4.2-4	Ensure 100% of relevant employees are trained on the tracking system for donor projects by March 2026.	3/1/2026

No.	Strategic Priority/Goal	Target Date
KPI 4.2-5	Provide updates to current donors on the progress of student project/s that they are supporting (Target: 2 touchpoints annually)	Ongoing
KPI 4.2-6	Meet with prospective donors to show them current projects in need of funding support (Target: 12 meetings annually)	Ongoing
KPI 4.2-5	Increase external funded projects (Target: 10% annually)	Ongoing

Goal 3

Expand Community Outreach and Partnerships

No.	Strategic Priority/Goal	Target Date
KPI 4.3-1	Increase the number of new partnerships established with local organizations (Target: 10% increase)	Ongoing
KPI 4.3-2	Track the number of local community and Aggie community events hosted or co-hosted (Target: 3 annual events)	Ongoing
KPI 4.3-3	Analyze semiannual satisfaction surveys results (Target: 80% satisfaction rate)	Ongoing

Community outreach & impact

Goal 1

Create Volunteer Activity Database

No.	Strategic Priority/Goal	Target Date
KPI 5.1-1	Identify accessible platform and create by end of Summer 2025	Fall 2025
KPI 5.1-2	Number of volunteer activities recorded in the database annually (Target: 50+ activities recorded in the first year).	Spring 2026
KPI 5.1-3	Percentage of faculty, students, and staff contributing to the database (Target: 40% participation rate by 2026).	Spring 2026

No.	Strategic Priority/Goal	Target Date
KPI 5.1-5	Increase in volunteer participation among students and faculty (Target: 5-10% annual growth in volunteer engagement).	Spring 2027
KPI 5.1-6	Number of outreach campaigns or information sessions conducted to promote the database (Target: 4 campaigns per year).	Spring 2027

Goal 2

Boost Community Health and Education

No.	Strategic Priority/Goal	Target Date
KPI 5.2-1	Average of 10 volunteer hours logged in collaborative events	Fall 2025
KPI 5.2-2	Minimum of 3 events attended by TAMU students/faculty

No.	Strategic Priority/Goal	Target Date
KPI 5.2-3	Minimum of 3 local Houston schools visited	Summer 2026
KPI 5.2-4	Participate in annual summer workshop

Goal 3

Facilitate Outreach Commitments

No.	Strategic Priority/Goal	Target Date
KPI 5.3-1	Create a role for an outreach coordinator to facilitate committee obligations

No.	Strategic Priority/Goal	Target Date
KPI 5.3-1	5 members from local Houston community sign up to serve on the committee
KPI 5.3-2	Identify types of activities participated in (e.g., health-related, education, environmental, etc.)

Strategic Plan

Education

Goal 1

Strategy 1 Topically map and scaffold the entire EnMed engineering and medicine curriculum to identify deficiencies and redundancies and ensure alignment with LCME and COE standards.

Strategy 3 Create 4-6 new clinical and non-clinical electives that leverage the unique blended curriculum and multidisciplinary expertise within EnMed and Houston Methodist.

Goal 2

Strategy 1 Increase student, staff, and faculty participation in national and international associations to promote professional development, networking, and EnMed presence and leadership in premier medical, engineering, and educational societies and conferences.

Strategy 2 Identify and/or create quantitative measures to assess student, staff, and faculty satisfaction and wellness.

Research, Innovation, & Entrepreneurship

Goal 1

Strategy 1 Develop infrastructure and recruit top-tier researchers to build a globally recognized research institute.

Strategy 2 Develop state-of-the-art research facilities equipped with advanced technology and resources.

Strategy 3 Secure recognition as a leading research institute in engineering medicine.

Strategy 4 Foster an interdisciplinary research environment that integrates engineering and medicine.

Goal 2

Strategy 1 Pursue Major Research Grants

Strategy 2 Strengthen Industry Partnerships

Goal 3

Strategy 1 Streamline Student-Researcher Matching

Strategy 2 Enhance Mentorship and Evaluation

Strategy 3 Secure Funding for Research Engagement

Strategy 4 Support Student Research Publications

Goal 4

Strategy 1 Define fellowship scope and focus by determining research areas, target audience, and objectives of the program.

Strategy 2 Establish funding and budget by securing financial resources, stipends, and operational costs.

Strategy 3 Develop application and selection process by establishing eligibility criteria, application materials, and review procedures

Strategy 4 Outline clear milestones, research expectations, and final reporting requirements.

Goal 5

Strategy 1 Create an application and vetting process for project ideas that support translation research

Strategy 2 Forge strategic partnerships by collaborating with our existing EnMed partners as well as other universities and biotech firms to enhance innovation and access expertise

Strategy 3 Create a sustainable innovation pipeline by fostering continuous research, funding, and strategic expansion to keep pace with medical advancements

Goal 6

Strategy 1 Establish the infrastructure (to include an incubator) where like-minded innovators can collaborate, develop, and scale their ideas into viable businesses.

Strategy 2 Create a network of advisors, investors, and industry leaders who can provide strategic insights and funding pathways.

Strategy 3 Identify anchor tenants that bring a unique perspective to EnMed students occupying a space where education meets commercialization.

Collaboration & Partnerships

Goal 1

Strategy 1 Identify and engage high-potential partners (target: 5)

Strategy 2 Establish a structured program to involve industry and academic partners in EnMed’s curriculum through guest lectures, mentorship opportunities, and project sponsorships.

Strategy 3 Increase the visibility of EnMed’s capabilities and partnership opportunities by participating in or hosting 3 major industry events or conferences annually.

Goal 2

Strategy 1 Facilitate the development of 5 market-ready healthcare technologies or products through EnMed’s innovation pipeline within the next 24 months.

Strategy 2 Establish a robust intellectual property (IP) pipeline by filing at least 10 new patents related to EnMed innovations within the next 24 months.

Goal 3

Strategy 1 Establish a fully operational Advisory Leadership Board with at least 12 members representing diverse expertise (e.g., industry, academia, and healthcare) within the next 6 months.

Strategy 2 Define the board’s charter, mission, and governance structure within 3 months to ensure alignment with EnMed’s strategic goals

Strategy 3 Hold quarterly advisory board meetings to guide EnMed’s strategy, focusing on innovation, partnerships, and funding opportunities.

Strategy 4 Foster board engagement by assigning board members to key initiatives, such as innovation pipelines, industry partnerships, or global health programs (subcommittees)

Strategy 5 Measure the board’s impact by creating an annual performance review process to assess its contributions to EnMed’s goals.

Sustainability & organization

Goal 1

Strategy 1 Develop and implement a structured communication plan that ensures consistent engagement with students, faculty, staff, and external affiliates, reinforcing Aggie core values across all interactions.

Strategy 2 Enhance the presence of Aggie core values within EnMed by increasing branding efforts across physical and digital spaces, reinforcing a culture of commitment to these values.

Goal 2

Strategy 1 Develop and implement a tracking system for current projects (Phase 1) and for donor projects (Phase 2).

Strategy 2 Enhance communication and transparency with current and prospective donors which will make them more aware of funding opportunities.

Goal 3

Strategy 1 Utilize existing resources and connections within the community and the Aggie network to identify and engage potential partners. Leverage employees and student volunteers to support event planning and execution.

Community outreach & impact

Goal 1

Strategy 1 Develop an accessible, regularly updated database to track and promote faculty, student, and staff volunteer activities.

Strategy 2 Promote awareness and encourage participation in volunteer initiatives.

Goal 2

Strategy 1 Work with Houston Methodist community benefits department to boost engagement in community events

Strategy 2 Engage K-12 Students in Engineering Medicine

Goal 3

Strategy 1 Establish Outreach Committee at TAMU EnMed

Strategy 2 Identify local partners from Houston community to serve on outreach committee