How We Serve
Strategies for Success
Greek philosopher Heraclitus (c. 540 BCE to 480 BCE) wrote, “Everything changes and nothing remains still.” Evidence suggests he was onto something. His bit of truth seems particularly accurate when applied to the practice of medicine, a continuously evolving art and science that responds to myriad catalysts. Patient need alters protocols and drives research. Medical education adjusts to meet the needs of practitioner and patient. Social and political challenges engender adaptation.
The Alliance recognizes that academic internal medicine is the generator for innovation and evolution in medicine and health care. We exist to support the people working in internal medicine as physicians, researchers, educators, administrators and other positions of leadership. These professionals—our members—guide the field of medicine as it responds to the challenges and opportunities that change brings.
“In 2019, the Alliance Board of Directors agreed that the organization should develop a strategic plan that reflects the efforts of each of our original five organizations, while harnessing the power of the Alliance,” says Shobhina G. Chheda, MD, MPH, Chair of the 2024 AAIM Board of Directors and Associate Dean for Medical Education at University of Wisconsin School of Medicine and Public Health.
The resulting strategic plan has two areas of focus that, in combination, are designed to help internal medicine move forward as it faces new challenges. And each of these two goals are supported by three initiatives that guide all of the Alliance’s activities in supporting its membership and in guiding change within the education system that prepares future internal medicine specialists. In short, our strategic plan ensures that, as Polly Parsons, MD, MACP, FCCP, ATSF, AAIM President and CEO, says, “we’re at the table, helping to shape policy that will safeguard the health of this vital field of medicine.”
AAIM Strategic Plan – FY 2021-2027:
GOAL ONE
Initiative One
Develop a new AAIM Executive Leadership and Professional Development Program.
Initiative Two
Create the AAIM Business of Medicine Education Portfolio.
Initiative Three
Develop and disseminate best practices to improve undergraduate and graduate medical education faculty performance.
GOAL TWO
Initiative Four
Promote innovation in medical education research.
Initiative Five
Develop and disseminate best practices designed to ensure the expansion of opportunities for underrepresented faculty to be part of a physician-scientist workforce that is diverse, equitable, and inclusive.
Initiative Six
Develop robust evaluation and trustable communication processes for transitions during internal medicine training.