Reflection & Reinvigoration
National Medical Fellowships’ 78-year-old foundational mission has and will always be to broaden the pathways to medical education, health leadership opportunities, and clinical research skills for equity-minded students and practitioners hindered by chronic underrepresentation in medicine.
Undeterred by societal, political, and economic headwinds, NMF will continue to provide financial support and professional fostering to academically gifted medical students and transformative health leaders while also celebrating the richness of their brilliance and their lived experiences.
From inner cities to rural tribal lands, NMF scholars and alumni share and sustain a culture of giving back whatever they can to whoever is most in need, and it is their continued intent and desire to do the hard work necessary to ultimately create a more just and equitable health system for all.
Experts agree1 that increasing the number of health professionals from diverse backgrounds is one of the most effective ways to eliminate preventable health disparities, as diversity is a critical factor that has “implications for access, quality, health equity, and job opportunities,” particularly in low-income communities.
In 2023, NMF therefore reinforced its services, operations, and branding efforts and invested in board and staff development, including the revamping of its scholarship programs with the establishment of a common application to more effectively advance this imperative. It also attracted increased funding and financial assistance from new partners such as Horizon Foundation for New Jersey and the National Board of Medical Examiners. At the same time, NMF provided thought leadership on new platforms such as the Global Black Economic Forum, Milken Institute’s 2023 Global Economic Summit, Crain’s New York Business, and ESSENCE.
Now, NMF intends to utilize a new five-year strategic plan to catalyze action plans grounded by the core pillars of its strategic framework.
This plan was shaped by Toni Lewis, MPH, president and community health strategist at Growth Mindset Alliance; Denise Anderson, PhD, MPH, CEO of Denise Anderson & Associates, LLC, a public health care consultancy; and NMF’s incredibly engaged board members, team members, and alumni. NMF is excited to share this dynamic, living document to guide this organization not only in its stewardship and service but also through its modern era of advocacy for culturally competent, high-quality health care delivered with dignity and humility.
This strategic document offers enhanced clarity, accountability, and transparency in the work that NMF does and conveys the lasting impact the organization is striving to make. It also comes at an especially critical time, given contemporary geopolitical realities and state and national efforts to roll back equity-centered efforts in health care and education.
The time is now for NMF to raise its profile and responsiveness. A concerted focus will be on engagement in national discussions regarding the diversification of health care workforce development and how this work can aid in the elimination of health inequities nationwide.
Everyone deserves the culturally empathetic and competent care they need to survive, thrive, and live long, fulfilling lives, and NMF believes this five-year strategic plan is a roadmap to realizing transformational change in this regard.
As NMF fulfills its mission, health disparities disproportionately impacting communities made vulnerable by the pervasive effects of systemic and structural racism will decrease, and expanded access to exceptional care will create societal benefits for all.
Yours in health and justice,
Bryan Baugh, M.D., Board Chair
Michellene Davis, Esq., President and CEO


1 Pittman, P., Chen, C., Erikson, C., Salsberg, E., Luo, Q., Vichare, A., ... & Burke, G. (2021). Health Workforce for Health Equity. Medical Care, 59(Suppl 5), S405-S408.
Vision, Mission, and Values

Vision
NMF envisions a world where everyone — regardless of race, ethnicity, disability, sexual orientation, gender identity, socioeconomic status, and geography — can access affordable, culturally competent, high-quality health care.
Patients deserve care delivered by a diverse medical, clinical research, and behavioral health workforce that is not only representative of the patient populations they serve but also laser-focused on eliminating unjust and preventable health disparities nationwide.

Mission
NMF broadens the pathways to medical education for students from communities underrepresented in medicine, provides transformative leadership opportunities that help to diversify clinical research, and delivers programs and supports to ensure the future success of medical students and current practitioners.

Values
To thrive and make a meaningful impact, NMF celebrates and supports the unique skills and lived experiences its board and team members put into daily practice and upholds the following values in continued service of its communities and stakeholders:
Compassion
We offer each other respect, humility, and grace.
Empowerment
We prepare and support all people committed to health equity.
Excellence
We amplify our North Star of advancing health equity with exceptional talent.
Faith
We endure in the face of adversity.
Hope
We are courageous and optimistic about the success of our collaboration.
Integrity
We are accountable for our mission of serving our community of diverse health care leaders.
Relationships
We steward trusting partnerships for transformational change.
Service
We work together to solve the challenges we face.
Teamwork
We honor and respect our team’s diverse talents.

Governance
The work of NMF is intentionally conducted by a diverse and inclusive team of leaders committed to advocating for and advancing health equity. NMF’s Board of Directors and team of leaders work collaboratively to steer this organization toward its North Star of advancing health equity.
Founded in 1946, NMF boasts a rich history of leveraging its original intent of awarding residency fellowships to Black physicians when segregation impeded them from entering the medical field. NMF has been meeting the ever-changing dynamics affecting — and posed by — the health care sector ever since. A generous $12 million gift from Mackenzie Scott via the National Philanthropic Trust has enabled this organization to seize tremendous opportunities to expand its reach and overall impact.
In just the last two years, NMF has served a total of 678 scholars, awarded $5.1 million in scholarships and other financial assistance, engaged 329 scholars in its six service-learning programs, awarded 349 scholars by way of 42 scholarships, and has had 135 physicians matriculate through its Diversity in Clinical Trials (Dctr) program all while engaging its esteemed alumni in a range of professional development, mentoring, and thought leadership endeavors.
Now, as NMF prepares to embark on the implementation of this plan, the organization utilizes extensive analysis and a keen understanding of the current global contexts in which it serves:
- Public awareness of systemic and structural inequities in health care and social justice efforts to eradicate them has been increasing — as have the reactionary pushbacks and growing denials about the equity imperative.
- Since the U.S. Supreme Court deemed race-conscious affirmative action in college admissions programs unconstitutional last year, anti-diversity, equity, inclusion, and belonging (DEIB) movements have been rapidly organizing in the U.S. With strategic attacks being launched against health equity across the U.S., such movements seek to derail efforts to increase the racial concordance of physicians and medical students with patient populations.
- Entangled with the most recent anti-DEIB fervor are environmental, social, governance, or organizational efforts, investments, and ethics intended to mitigate climate change, as well as social and political determinants of health. Despite public attitudes more accurately reflecting environmental injustice’s disproportionate impacts on health outcomes in communities made vulnerable by chronic disinvestment and systemic racism,2 environmental, social, and governance supporters are also lowering their heads and voices as the proliferation of worsening health care outcomes continues nationwide.
- Current practitioners, educators, and health care leaders expected to provide trauma- informed care with cultural sensitivity must be supported with appropriate resources to deliver quality health care more effectively.
There are beneficial tailwinds as well — many of which may encourage more mission-aligned partners to join with NMF to advance its vision.
- Rising and recovered wealth among past givers, changing U.S. demographics, and business donors previously affected by the COVID-19 pandemic warrant NMF to build a legacy gift strategy geared toward a sizeable endowment that will increase the size and number of scholarships offered annually. Such a strategy will also secure the organization’s long-term sustainability.
- NMF will engage these entities and individuals about why diversity is not only good for business but also a matter of prosperity given the shifting and aging U.S. population. The healthier people are, the more productive they are, and the more they will contribute to the economic performance of the nation.
- Lastly, artificial intelligence and other technological advances like telemedicine and digital health tools at the forefront of health care and clinical research discussions today have been touted for their potential to significantly improve health outcomes. NMF will continue to work to ensure there are representatives of color at these ideation tables to combat algorithmic and structural biases.
NMF and its strategic partners will continue to traverse external limitations while remaining steadfast in their continued provision of financial, professional, and communal support and opportunities for talented scholars and physician researchers.
“NMF’s clear-eyed analysis prepares the organization to face challenges and seize opportunities that will inevitably arise.”
- Michellene Davis, Esq., President and CEO
The 2021 “Health Workforce for Health Equity” report published by researchers at the Fitzhugh Mullan Institute for Health Workforce Equity at the Milken Institute School of Public Health identified six critical factors that determine access to — and the overall quality of — health care in this country:
- Who enters the health workforce?
- How are they educated and trained?
- Where and what specialty does the health workforce practice?
- Whom do they serve?
- How do they practice?
- Under what working conditions do they practice?
These intertwined factors comprise a health workforce equity framework that makes clear the connection between the intentional diversification of workforce development, provider satisfaction, and the health outcomes produced across populations.

Figure 1: Health Workforce Equity Framework | Pittman P. The health workforce equity evidence review series:
Introduction and executive summary. Fitzhugh Mullan Institute for Health Workforce Equity, George
Washington University. May 2022. www.gwhwi.org/hweseries.htmlorg/hweseries.html
By continually engaging in the improvement of equitable health workforce development, NMF stakeholders seek to better understand these six critical factors determining the affordability, access to, and overall quality of patient-focused care to better address the root causes of health inequities.
The following questions help achieve this better understanding and drive the governance of NMF:
- What are the current demographics of medical student matriculation, and how reflective are they of our nation’s current patient populations?
- Are the institutions in which students are educated and trained providing culturally competent instruction and awareness of medical bias?
- From which geographic regions are our current health care workforce coming? Where are they choosing to serve following their residencies? And in which specialties?
- Which communities and patient populations are being served with the most resources?
- How are current practices oriented to addressing the root causes of health disparities (i.e., interdisciplinary teams, coordinated care, cross-sector resources, etc.)?
- Are the working conditions of the entire health workforce — including home health care workers, support staff, and allied health professionals — conducive to the delivery of excellent care?
The priorities, goals, and objectives listed within the 2024-2028 strategic plan seek to address each of these critical factors as the organization transforms over the next five years from a primarily scholarship-granting organization to an intentionally focused health equity-centered organization committed to diversifying and strengthening the health care workforce.
The strategic plan focuses on the following:
- Mission advancement
- Expansion of NMF legacy programs and new social impact initiatives
- Revenue diversification
- New and significant fundraising initiatives
- Additional capacity (human, technical, and financial)
The roadmap for how and what NMF intends to implement over the next five years in service of these focuses is organized around three themes:
- Empowering Futures: Holistic Support for Diverse Scholar, Physician, and Researcher Success
- Building Bridges: Driving Health Equity Through Influence and Engagement
- Accelerating Deep Impact and Investment: Strengthening Foundations for Sustainable Success.
Through socially innovative and equitable workforce development initiatives, talent onboarding and cultivation, and continued advocacy for affordable and accessible health care education, NMF aims to change the face of medicine to one in which Black, Indigenous, Latine, and People of Color, as well as LGBQTIA+, and low-income Americans no longer die from preventable causes, as everyone will have access to the exceptional and culturally competent care they deserve.
"The NMF Board of Directors could not be more excited about this plan to transform NMF into an organization capable of developing a diverse and thriving health care workforce.”
- Dr. Bryan Baugh, Chair, NMF Board of Directors
ELEVATE SCHOLARSHIPS AND SERVICE-LEARNING PROGRAMS
Increase access to high-quality education and training opportunities in health care for accomplished scholars by increasing the quantity and monetary value of scholarships and other forms of financial assistance.
1.1 | Increase the monetary value of scholarships and other financial awards awarded to underrepresented scholars in health care to a minimum threshold amount of $10,000 per recipient.
1.2 | Increase the number of financial awards and resource grants (to cover cost-of-living expenses) available to scholars during their medical education, thereby increasing retention and supporting academic success.
1.3 | Establish an NMF Full-Ride Award to provide comprehensive financial support covering the entire cost of undergraduate medical education for five deserving students.
ESTABLISH A TOP-TIER MENTORING INITIATIVE
Develop integrated academic and professional development that fosters social capital, supports retention in medical education and careers, and facilitates successful transitions into areas of practice by 12/2026.
2.1 | Design and implement a proprietary mentoring framework and curriculum to support academic and professional development.
2.2 | Establish a comprehensive, equity-centered, multi-tiered mentorship program that provides tailored support and guidance to scholars and professionals from underrepresented backgrounds in health care.
2.3 | Engage NMF’s National Alumni Council and Young Leaders as mentors to scholars to provide diverse perspectives, experiences, and support networks.
2.4 | As part of NMF’s comprehensive mentoring initiative, design and pilot a pathway mentoring initiative that connects alumni with aspirant scholars at the high school and college undergraduate levels to provide guidance, support, and mentorship throughout their educational and career journeys in medicine and health care.
ENHANCE RESILIENCE AND WELL-BEING THROUGH BEHAVIORAL HEALTH SERVICES
Enhance scholar and alumni resilience, promote mental health, and foster overall well-being to improve educational and career retention rates by developing an equity-centered behavioral health support program.
3.1 | Conduct a behavioral-health-focused pilot study to assess scholar and alumni critical behavioral health needs.
3.2 | Launch a comprehensive suite of behavioral health support services in partnership with behavioral health organizations, providing NMF scholars and alumni with accessible and culturally competent mental health resources.
3.3 | Establish new fellowships specifically designed to support scholars pursuing careers as behavioral health practitioners.
INCREASE FINANCIAL STABILITY THROUGH FINANCIAL LITERACY
Support scholar and alumni financial stability by providing comprehensive financial literacy education and resources to enhance financial management skills and promote long-term financial well-being by 12/2028.
4.1 | Conduct a comprehensive research project to determine alumni and scholar financial needs and challenges.
4.2 | Establish financial literacy support services through strategic partnerships to enhance scholar and alumni financial well-being.
DESIGN AN END-TO-END SUPPORT SYSTEM FOR EMERGING INVESTIGATORS
Establish an end-to-end support system to empower Emerging Investigators in the biomedical field, providing comprehensive assistance from proof of concept to drug development and trial implementation by 12/2027.
5.1 | Increase the number of investigators successfully paired with clinical trials to three.
5.2 | Establish an Emerging Investigators Professional Peer Network initiative to foster professional social capital
and connection among early-career researchers in the biomedical field.
5.3 | Launch an Emerging Investigator Trial Matching Program through strategic partnerships with leading pharmaceutical companies to facilitate collaboration between early-career researchers and industry sponsors in conducting clinical trials.
5.4 | Design an equity-centered NMF curriculum tailored to the needs and experiences of Emerging Investigators in the biomedical field.
5.5 | Launch an NMF-delivered education course to support and enhance the knowledge and skills of Emerging Investigators in the biomedical field.
DEVELOP RESOURCES TO PROMOTE EARLY INTEREST IN HEALTH CAREERS
Forge strategic partnerships to co-design and deliver educational and experiential opportunities that effectively prepare K-12 and undergraduate students for medicine and health care careers.
6.1 | Perform a comprehensive research review and conduct original research to assess the landscape of pathway programs that prepare students for careers in medicine and health care with a focus on gaps and opportunities relevant to NMF’s expertise and capacity to address these factors.
6.2 | Collaborate with NMF alumni and partners to develop and deploy a comprehensive suite of informational and role-modeling resources to spark curiosity about — and support students interested in — pursuing careers in the health care field.
INCREASE INFLUENCE AND THOUGHT LEADERSHIP
Establish NMF as a highly sought-after voice and subject matter expert in health equity by generating original creative content and deploying translational research to address disparities and promote equitable access to health care for all individuals.
1.1 | Collaborate with external partners on a series of exploratory roundtables to examine a range of health equity issues and identify knowledge gaps and research opportunities.
1.2 | Establish a research-focused function within NMF to spearhead collaborative research initiatives.
1.3 | Build relationships with sector and industry experts, associations, and influencers by collaborating on research projects.
1.4 | Produce a series of translational research reports and distribute their findings widely to systems stakeholders with the capacity to make change.
1.5 | Strengthen NMF alumni capacities to advance health equity practices by establishing an NMF health equity leadership development program.
1.6 | Strengthen access to relevant data and resources, latest developments, and NMF’s research repository.
1.7 | Establish an NMF health equity institute pilot.
1.8 | Develop original creative content to forge new equity narratives and elevate the voices of alumni, scholars, and health equity leaders (oral histories project, documentary, and fine arts collaborative).
ADVANCE HEALTH EQUITY ADVOCACY
Enhance NMF’s capacity to effectively advocate for health equity issues by developing comprehensive advocacy strategies and the internal capacity to advance them and drive systemic change.
2.1 | Conduct an assessment to evaluate the potential need and feasibility of establishing an internal public policy function within NMF, including analyzing current advocacy efforts and identifying policy priorities.
2.2 | Conduct a mapping exercise to analyze the external environment and identify organizations and individuals that align with NMF’s mission, vision, and values.
2.3 | Establish an internal public policy practice to strategically enhance collaboration with external stakeholders.
2.4 | Develop and establish a comprehensive health equity policy agenda and create guidelines for governmental affairs engagement.
INCREASE AND LEVERAGE ALUMNI ENGAGEMENT
Invest in alumni career advancement and increase alumni engagement with NMF by establishing a portfolio of signature alumni program offerings (i.e., annual events, professional development offerings, and volunteering opportunities).
3.1 | Create an alumni life-cycle framework that establishes a clear pathway from scholar to alumni status by developing protocols, processes, and communication strategies to support scholars transitioning into alumni status from initial match through residency.
3.2 | Improve the accuracy and overall management of alumni data to strengthen NMF’s alumni database, ensuring it effectively supports all engagement efforts.
3.3 | Establish an annual NMF global lecture series as a premier platform for fostering innovative thinking and collaborative actions around health equity.
3.4 | Launch an NMF alumni connection campaign specifically designed to re-engage alumni who have been in the field longer based on their location.
3.5 | Establish an NMF alumni professional peer network based on specialties and/or locations to promote professional community connectedness among alumni.
ENSURE FISCAL SUSTAINABILITY
Achieve a comprehensive campaign of $50 million, inclusive of an endowment, to ensure fiscal sustainability to support NMF’s expansion of programs and services.
1.1 | Restructure the fundraising/development department to enhance NMF’s capacity to implement innovative strategies to diversify revenue streams, foster donor engagement, and optimize fundraising processes.
1.2 | Articulate a campaign case for support with defined and full-cost campaign priorities.
1.3 | Recruit and train campaign volunteers and professional staff focused on securing operational and transformation gifts to support campaign priorities.
1.4 | Identify, screen, and assess a pool of prospects with a philanthropic interest that aligns with NMF and its campaign priorities.
1.5 | Develop a sequential and phased campaign solicitation plan.
1.6 | Integrate a community foundation donor advised fund fee generation model, partnering with private equity banks and collaborating with high-value corporate foundations to position NMF for long-term success and growth.
ACHIEVE A HIGH-PERFORMING BOARD CULTURE
Enhance board talent acquisition, accountability, and succession processes to ensure the board comprises diverse, qualified individuals who effectively govern and continuously advance the organization’s mission.
2.1 | Expand opportunities for board development, training, and learning to enhance the effectiveness and capacity of board members in fulfilling their governance responsibilities by 12/2025.
2.2 | Enhance the board’s effectiveness as a cohesive unit by fostering a culture of collaboration, communication, and mutual respect among board members by 12/2025 (ongoing).
2.3 | Strengthen the board’s governance practices by implementing policies, procedures, and practices that promote transparency and accountability by 12/2024 and ongoing.
2.4 | Cultivate a positive and high-performing board culture characterized by trust, collaboration, diversity, and a shared commitment to NMF’s mission and values by 12/2024 and ongoing.
2.5 | Identify and recruit highly qualified and diverse board members with the expertise, experience, and passion necessary to effectively govern and advance NMF’s mission and strategic goals annually as board terms expire (ongoing).
MODERNIZE NMF’S DATA INFRASTRUCTURE
Enhance operational efficiency and facilitate informed decision-making and reporting across operational and programmatic activities by modernizing NMF’s data infrastructure by 12/2026.
3.1 | Design a comprehensive data strategy.
3.2 | Upgrade NMF’s technology infrastructure and data systems to enhance data integrity and streamline data collection and analysis processes.
3.3 | Upskill staff capacities in data management and analysis through regular training and development initiatives focused on building data collection, processing, analysis, and interpretation skills.
Conclusion
This strategic plan is a roadmap for providing even greater access to scholarships and other financial resources, mentorship, and career development opportunities in medicine, clinical research, and behavioral health to NMF scholars and alumni.
Through this plan’s thoughtful execution, this organization will unabashedly nurture the next generation of health care leaders, who will be laser-focused on eliminating preventable health disparities and designing innovative and equitable new systems of care.
The goals and objectives of this plan also work in tandem to sufficiently equip NMF leadership, scholars, and alumni visionaries with the resources and evolving knowledge they need to be at the forefront of thought leadership and the delivery of the highest-quality, culturally competent care to patients in every community across the nation.