The Translational Team Science Awards (TTSA) program provides funding to new interdisciplinary teams of basic scientists and clinicians working collaboratively to launch innovative translational pilot projects. These projects are designed to lay the groundwork for future external grant funding and long-term scientific collaboration.

Phase one teams receive $50,000 over a 12-month period to support early project development and team-building. Upon completion of phase one, teams are eligible to apply for phase two funding of $75,000 for an additional year of project advancement.

Administered by the ������ Office of Research, the TTSA program is proud to announce the 2024–25 award recipients:

2024–25 TTSA Phase One Recipients

• Matthew Vogt, MD, PhD (Pediatrics) & Jason Whitmire, PhD (Genetics)
  “Immunologic determinants of enterovirus D68 neuropathogenesis”

• Sylvia Becker-Dreps, MD, MPH (Family Medicine) & Premkumar Lakshmanane, PhD (Microbiology and Immunology)
  “Defining the immune response to rotavirus vaccines to guide next-generation vaccine development”

• Tessa Andermann, MD, MPH (Medicine/Infectious Diseases) & Brian Conlon, PhD (Microbiology and Immunology)
  “Beyond antimicrobial resistance: Bacterial strategies for persistence in the gut microbiome during antibiotic treatment”

The Office of Research congratulates the 2024–25 TTSA awardees and looks forward to the progress and impact of these exciting collaborative projects.

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All SOM faculty have received an email from survey@qualtrics.unc.edu with a link to the Standing Committees Election ballot. The deadline to vote is May 1, 2025.��

Each year, the School of Medicine Standing Committees Election offers faculty an opportunity to participate in our medical school’s governance by serving on a committee as a faculty representative or simply voting in the election. More information on the standing committees is available in the Constitution and Bylaws.��

If you are interested in future service on one of the ������ Standing Committees or have questions about the ballot, contact the Office of Faculty Affairs and Leadership Development at facultyaffairs@med.unc.edu.��

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The ������ is excited to announce the new Alpha Omega Alpha (AOA) medical honor society inductees.�� AOA was founded in 1902 and is dedicated to the belief that we can improve care for all by recognizing high educational achievement, honoring gifted teaching, encouraging the development of leaders in academia and the community, supporting the ideals of humanism, and promoting service to others. Election to Alpha Omega Alpha signifies a lasting commitment to scholarship, leadership, professionalism, and service. Membership in the society confers recognition of someone’s dedication to the profession and art of healing. ������’s chapter of AOA was founded in 1954 and is proud to induct new medical students, residents, fellows, faculty, and alumni into the chapter each year.

Students
Nicole Didonna
Julian Mobley
Mili Dave
Sierra Parkinson
Rachel Watkins
Nina Moiseiwitsch
Anna Ilyasova
Amita Bollapragada
Parsa Pazooki
Rani Richardson
Christina Toval
Avani Desai
Arvind Rajan
Michala Patterson
Cynthia Tang

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• Age ≥ 18 years old
• Fluent in English
• Employed as a full-time (≥80% FTE) attending physician at a ������H facility
• Active medical license
• Board eligible or board certified in your specialty

• Certified coaches will conduct confidential, small group (n=4) coaching sessions with study participants over ������’s Zoom platform every 2 weeks for 3 months (6 sessions total).
  • Each session will last approximately 60–75 minutes and will be scheduled at a mutually agreeable time for the group’s members.
  • The initial session will focus on reflection, goal setting and identification of potential strategies. Subsequent sessions will address progress in goal setting and action planning and commitment statements.
  • Topics for discussion will be based on the group’s interests and needs.
• Participants will be asked to complete confidential surveys at baseline, and at 3 months and 6 months respectively.
• There will also be a brief semi-structured interview at the end of the study to evaluate acceptability and feasibility of the intervention.
• The total time commitment will be approximately 9 hours.

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Following a standing ovation, Lindsey expressed his gratitude for the recognition and his tremendous respect for the thousands of teammates all across ������ Health who have dedicated their careers to providing outstanding healthcare to the people of North Carolina.

Lindsey was appointed Chief Medical Officer for ������ Hospitals in 2010, and then as ������ Health’s first Chief Medical Officer (CMO) in 2015, a position he held through his retirement in 2024.

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What does the Director of Faculty Advancement do?

The Director of Faculty Advancement plays a pivotal role in supporting the professional development and success of medical school faculty members. I will work closely with faculty at all career stages to assist in navigating the complexities of promotion and tenure processes, ensuring alignment with institutional guidelines and expectations, and create tools, templates, and reference materials to streamline the process and enhance transparency.

What drew you to this role?

Academic medicine is the ladder of truth on which all other healthcare climbs.�� It is where research, data, and science meet evidence-based practice and advancement of knowledge.�� I have worked at the intersection of healthcare and education for almost 30 years.�� I recognize the importance of empowering faculty members to achieve their career goals as they work hard caring for patients and teaching the next generation of the workforce. I want to foster an environment of support and encouragement that will contribute to the overall excellence of the medical school and its mission to nurture outstanding educators, researchers, and clinicians.

What does an “environment of support and encouragement” look like to you?

FALD has an amazing cadre of professional development workshops, coaching, wellness and recognition initiatives.�� You can learn more about them in the FALD Annual Report.�� Obviously, part of my role is to make faculty aware of these existing resources and connect them to methods and mentors to help in their career trajectory.�� Just as important, is identifying missing resources and implementing new initiatives and tools like Interfolio.�� Interfolio is a web-based platform used to build professional portfolios that can easily be parlayed into promotion dossiers.�� Helpful dashboards make it easier to document, track, and report career accomplishments.

Through my work with LAMP (Leadership in Academic Medicine Program), I’ve discovered the importance of building community among early faculty as they pursue excellence and career satisfaction.�� That can be true of any stage of the career lifecycle. ������ is full of brilliant, hard-working researchers, clinicians, and educators.�� Each one the architect of their own success.�� An environment of support and encouragement provides the blueprint, collective wisdom, creativity and the spark that turns potential into achievement.

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The School of Medicine Accelerate Forward Together Education Pillar invites applications from SOM faculty for grants in three areas.

• Pilot Funding, $10,000-$100,000 per awarded project (up to $200,000 awarded annually)
• Curricular Innovation, $10,000-$100,000 per awarded project (up to $200,000 awarded annually)
• Educator Professional Development, $5,000-$10,000 per awardee (up to $25,000 awarded annually)

Proposal Guidelines

Applicants should prepare a pdf document that includes the following items:

• 1-page proposal, which includes the following:
  • Background and rationale
  • What Education Pillar Strategic Plan objective would this project enhance and address?
  • Identify specific outcomes linked to the proposed activity.
  • How does this proposal address the overall Strategic Plan Education Pillar measures?
  • Itemized budget
• You may submit multi-year proposals for up to 2 years.

Application Process

Please email Elizabeth Steadman (ebms@med.unc.edu) the proposal as outlined above. Please save your pdf file as Lastname_first name_department_PF_submisison date.pdf. Please swap out CI for Curricular Innovation or EPD for Eductor Professional Development in the pdf name as relevant. We will only be able to receive one submission.

Applications are due by May 15, 2024 at 11:59PM with decisions communicated by June 4, 2025. Funding will be made available beginning July 2025.

Selection Criteria

Proposals will be evaluated in the following areas including, but not limited to, alignment with SOM mission, education pillar goals/funding priorities, impact, innovation, and feasibility.

Written Reports

Awardees must submit mid and final reports.

Please see attached supplemental materials for additional information on the objectives, activities, and pillar measures for the Education Pillar.

Questions can be submitted to Elizabeth Steadman, PhD (ebms@med.unc.edu).

Submission Template:

• Title
• PI(s)
• Chair/Unit leader approval
• Amount Requested (Itemized budget on next page): $X
• Background and Rationale
• What Education Pillar Strategic Plan Objective Would This Project Enhance and Address?
• Identify Specific Outcomes Linked to the Proposed Activity
• How Does This Proposal Address the Overall Strategic Plan Education Pillar Measures?

Itemized Budget (Multi-Year Proposal)

SOM: Accelerate Forward Together education pillar

Overall Education Pillar Measures:

• In-State Placement Post Graduation (%)
• Data Accessibility and Data Driven Decision-Making
• SOM Education Satisfaction

Objective: Invest in the infrastructure and technology needed to support SOM decision making and ensure SOM has capacity to provide the best education and training for all learners

Activities:

• Leverage the Education Data Warehouse to optimize data collection and reporting across the School of Medicine.
• Integrate the educational data warehouse into SOM reporting and decision-making processes.
• Establish a framework to ensure integration of best practices in AI and technology in the curriculum.
• Explore possibilities to collaborate with other non-SOM and SOM entities to identify best practices in new technology in the curriculum.
• Enhance efficiency by optimizing administrative processes through the alignment of services.
• Create a standardized process to evaluate current space utilization and determine an optimal solution for distribution of space.

Objective: Provide equitable access to affordable education and enhance educational support for all SOM learners

Activities:

• Expand donor pool and explore other mechanisms to increase and optimize scholarships, funding support, and support services to better equip students to manage debt.
• Develop, align, and implement coordinated outreach programs to engage ������, key partners, and other institutions to increase awareness of educational programs offered by ������.
• Identify barriers with the learner recruitment process and opportunities to enhance communication with potential SOM learners.
• Increase transparency around admission requirements and identify and reduce other obstacles to recruitment of a diverse range of learners.
• Evaluate current services offered and identify gaps in services or technology offered.
• Identify best practices and explore opportunities to increase inter-professional engagement of alumni and SOM learners.

Objective: Ensure SOM programs and curriculum effectively train learners to address the biomedical
and healthcare workforce needs of the healthcare system, the state, and world.

Activities:

• Develop a centralized database to streamline the identification of needs for different pathway programs and effectively track their outcomes.
• Increase promotion of rural health opportunities to grow increase student exposure to rural health.
• Increase the number of preceptors and rotation placements available to students throughout the state.
• Identify and address key barriers that hamper the growth and sustainability of current and future health science programs.
• Invest in and leverage Medical Education to train future healthcare professionals.
• Provide additional support for residents and fellows to provide new growth opportunities.
• Expand BBSP and develop new basic sciences programs to train scientists to advance academic and industry research locally and globally.
• Identify and address key barriers that hamper sustainability of current global health opportunities and growth of new opportunities.
• Evaluate the current approval/safety process for global health education and determine best practice for the SOM.

Objective: Create an environment that enables all educators to provide high quality training and education and for learners from diverse backgrounds to reach their full potential

Activities:

• Align incentive structures across the school to ensure consistent support for educational efforts.
• Standardize course expectations and increase training and support for educators.
• Evaluate strategic time allotment for the academic mission.
• Update curriculum/training to ensure learners have an opportunity to develop necessary skill sets to navigate complex environments.
• Increase access to mentorship programs.
• Develop a list of comprehensive career guidance services and distribute to all learner groups.

The post Education Pillar Grants Available for SOM Faculty appeared first on School of Medicine Intranet.

The Leadership in Academic Medicine Program (LAMP) | Office of Faculty Affairs and Leadership Development

The post LAMP for Early Career Faculty is Taking Applications appeared first on School of Medicine Intranet.

Dr. Budenz joined ������ as chair of ophthalmology in 2011. Prior to his time at ������, he spent 17 years as professor of ophthalmology, epidemiology, and public health at Bascom Palmer Eye Institute in Miami.

A prolific clinical researcher, Dr. Budenz has been principal investigator in numerous glaucoma clinical trials and has been published widely in the field of glaucoma. He has authored a textbook,��Atlas of Visual Fields, contributed chapters to several other books, and written or co-authored more than 200 peer-reviewed journal articles.

He has received Humanitarian of the Year awards from the American Academy of Ophthalmology and American Glaucoma Society for his work in Ghana, West Africa with Christian Eye Ministry. Dr. Budenz has served as volunteer surgeon with the organization since 1995 and as president since 2009.

We would like to thank Dr. Budenz for his years of service leading the department of ophthalmology.

The post Budenz to Step Down as Chair in Fall 2026 appeared first on School of Medicine Intranet.

The review committee invites your input:��

• If you would like to submit written comments or schedule a time to interview, contact the Office of Faculty Affairs and Leadership Development (fiveyearreview@med.unc.edu). The deadline to submit feedback is June 17��

Note that North Carolina law requires that any written materials developed or received by the committee during the review may be made available to the person reviewed upon request. All requests from the person reviewed will be handled by the legal department and any identifying information will be redacted prior to release of the material.��

Members of the Review Committee:��

Misty Good, MD, MS, Associate Professor of Pediatrics, Division Chief of Neonatal-Perinatal Medicine, Co-Director of Carolina Child Health Scholars Program (Committee Chair)��

Michelle Floris-Moore, MD, MS, Associate Professor of Medicine��

Elizabeth Stringer, MD, MSc, Vice Chair of Faculty Development and Wellness, OBGYN, Professor, Maternal Fetal Medicine��

Jorge Soto, MD, Chair of the Department of Radiology, Boston Medical Center (External Reviewer)����

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Why Apply?

The selected department will receive:

• A customized faculty development opportunity tailored to their needs
• Up to $5,000 in funding for honorarium, travel, and event expenses
• Support for event promotion, registration, and logistics
• An opportunity to engage with faculty across departments

Who Can Apply?

All ������ departments (except for the prior year’s recipient) are eligible. Preference will be given to departments that:

• Propose an innovative and engaging speaker with expertise in faculty leadership
• Clearly define learning objectives to enhance faculty development
• Plan an interactive and impactful event that fosters discussion and engagement

Important Dates

Application Deadline: May 15, 2025
Selection Notification: June 2025
Visiting Professorship Event: February 2026

Take advantage of this opportunity to bring leadership development to your department!

Apply Now

If you have any questions, please contact Carrie Jackman-Hoyle at carrie_hoyle@med.unc.edu

The post Bring a Visiting Professor to Your Department – Apply for the “Leadership Starts With Me” Visiting Professorship! appeared first on School of Medicine Intranet.

According to NIH’s most recent update, the implementation is postponed until further notice��to support a smoother transition. NIH will issue future Guide Notices with a new effective date and additional implementation details once they are finalized.

What does this mean for you?

Until further notice, please continue using the current NIH and ��format pages��for:

• All grant applications
• Just-in-Time (JIT) submissions
• Research Performance Progress Reports (RPPRs)

NIH Announcement:

ORCID ID Requirement Also Postponed—but Action Still Encouraged

While NIH has also postponed the planned requirement for all Senior/Key Personnel to link their ORCID iD to their eRA Commons Personal Profile, we strongly encourage��faculty and key personnel to take the following steps now in preparation for these changes:

• Create an ORCID iD (if not already done)
• Link their ORCID iD to their eRA Commons account
• Connect their ORCID iD to SciENcv
• Link their ORCID iD within the ������-Chapel Hill

Taking these steps now will ensure you’re ready once NIH finalizes its new requirements and will help streamline future submissions.

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