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Office of Applied Scholarship and Education Science (OASES)

Medical student and faculty member performing dermatology exam on woman's hand in an exam room.

Our mission

Our mission is to maximize the quality of Mayo Clinic educational efforts, improving both effectiveness and efficiency, and increasing the value to Mayo Clinic.

The Office of Applied Scholarship and Education Science (OASES) provides strategic direction and operation support to the Mayo Clinic College of Medicine and Science in education evaluation, pedegogy and curriculum, and educational research. It is also responsible for supporting and coordinating faculty development activities. 

A catalyst of change within education

As we strive for excellence and national reputation in the Mayo Clinic College of Medicine and Science, it is imperative that we develop and apply cutting-edge methods for faculty members to teach as well as students and trainees to learn. OASES supports the schools within the Mayo Clinic College of Medicine and Science in these efforts. 

OASES is a team of professional educators with expertise in educational evaluation, curriculum, education methods and technologies, faculty development, and education science. OASES implements college-wide solutions to issues of common interest for the common good.

The impact of OASES

OASES was developed in 2013 with a goal of creating a centralized place for educational resources, development, and defining the data, students, trainees, faculty, and metrics that make up Mayo Clinic College of Medicine and Science. We achieve this by providing strategic direction, resources, and operational support, using the expertise of professionally-trained educators, for a college-wide approach in four main domains: education science, curriculum and technology, evaluation, and faculty development.

Education science

We study education science and carefully analyze data to improve curricula, knowledge delivery, student performance, and long-term outcomes. This allows us to determine what works in learning and disseminate to others.

As demonstrated by:

  • Facilitating the Education Science Career Development Award (ESCDA). This award is led and funded by OASES to provide faculty development opportunities to faculty who wish to gain skills in education research. This award gives them the opportunity to create high-quality research protocols to study an education research question of their choice.
  • Facilitating the Endowment for Education Research Award (EERA). This award is awarded by OASES to support innovative education research which will advance the careers of educators, increase the value of Mayo Clinic education programs, and contribute to the science of education.
  • Supporting the Education Science Steering Committee. This committee is composed of deans, education division chairs and operations managers, and professional educators who meet monthly to advance college-wide education research and scholarship related initiatives. OASES provides ongoing operations, program evaluation, and strategic consultation.

Recent milestones and outcomes:

  • More than $1 million in endowments and faculty development have been dedicated to advancing education science and research across Mayo Clinic College of Medicine and Science
  • More than 89 publications, oral presentations, and posters regarding the education research supported by OASES have disseminated locally, regionally, nationally, and internationally 
  • 52 EERA awards have been funded
  • 47 EERA awardees have conducted education research
  • 44 ESCDA scholars have engaged in developing education research skills and protocols
  • More than 37 Mayo Clinic departments and divisions have supported faculty engagement in education research

Curriculum and education technology

We utilize a systematic approach for curriculum management by leveraging education technology and the unique inter-professional skill set to create a learner-centered environment and foster innovation. Curriculum management includes mapping, design, development, implementation, and evaluation of an education program curriculum. Through this deliberate approach, we align people, process, and technology, to provide timely data and feedback to learners, faculty, and leadership facilitating continuous quality improvement (CQI).

As demonstrated by:

  • Managing curriculum via a closed-loop system which leverages technology sources, systems, and processes driven by agenda prompts of activities to be addressed on a recurring basis
  • Facilitating collaborative development of goals, assessments, and instructional methods in order to develop curriculum mapping
  • Employing an inter-professional team, including subject matter experts, professional educators, instructional designers, education technology experts, and education data warehouse experts in order to guide curriculum design, development, and implementation
  • Utilizing data, analytics, and visualizations to create curriculum evaluation, inform decisions, and engage in continuous quality improvement

Recent milestones and outcomes:

  • Implemented a systematic approach to curriculum management for Mayo Clinic Alix School of Medicine and are employing it across Mayo Clinic College of Medicine and Science
  • Created a matrix of source systems aligned with curriculum, assessment, instructional methods, and evaluation customizable to each school
  • Disseminated outcomes using scholarly approaches resulting in an oral presentation award for medical education innovation
  • Informed the design and development of a Mayo Clinic College of Medicine and Science Education Data Warehouse curriculum mart
  • Collaboratively co-developed five interactive dashboards which provide an entry point into learning analytics, the education data warehouse, and the value of data to inform curriculum-related decision making


Evaluation plays a key role in program planning, management, and improvement. Our team provides resources and models to best learn how to evaluate and improve our programs.

As demonstrated by:

  • Creating evaluation plans and implementing them across all schools. Each plan uses the mission and vision of the school and describes a strategy to evaluate how mission and vision is achieved. The evaluation plans identify school, pillar, and/or program metrics and how and where results are presented.
  • Supporting the Program Evaluation Steering Committee. This committee is composed of school administrators, college administrators, and associate deans. The committee meets quarterly and reviews and determines needs and priorities for program evaluation as well as accreditations.
  • Supporting the CQI-Program Evaluation Steering committees in each of the five schools. Each school has a steering committee which is composed of assistant deans and administrators. Additionally, each school has a working group which is composed of operational managers, operational specialists, and data managers.
  • Maintaining ongoing, close collaboration with Education Technology Center and Education Data Warehouse teams is imperative for successful and ongoing program evaluation. We need to have tools to apply for data analysis and these tools are developed through an iterative process between users and developers. This is a collaborative process of identifying content, visualization, and governance which results in precise and functional dashboards.
  • Creating an effective program evaluation system consisting of a technological systems in addition to well-designed systems of human action where processes and procedures are defined and followed. Standardization and consistency are what we work on every day to achieve the outcome of an effective continuous quality improvement system.

Since 2016, we continue to work to design, test, and implement several dashboards, systems, and scorecards which are being used by leaders in order to make data-informed decisions. These dashboards are constructed with live data and available to users at their convenience.

Faculty development

We have on staff, a team of professional educators who work together with schools, committees, and individual faculty throughout Mayo Clinic College of Medicine and Science to lead faculty development programming, provide consultation, develop resources, and facilitate activities designed to improve teaching, assessment, mentorship, and education scholarship. 

As demonstrated by:

  • Implementing a Faculty Development Steering Committee, composed of deans and associate deans from each of the five schools. This committee meets monthly to advance college-wide programming, review resource allocation, and align education competencies, and professional development opportunities. Ongoing operations, program evaluation, and strategic consultation is provided by OASES.
  • Supporting the Academy of Educational Excellence. This is an inter-professional, enterprise-wide forum for recognizing, supporting, and developing Mayo Clinic educators and education leaders. OASES provides operational leadership and consultation towards the Academy’s mission of inspiring, developing, recognizing, and supporting Mayo Clinic educators to better prepare learners to advance science, meet their patients’ needs, and serve as transformative leaders.
  • Maintaining the Education and Technology Forum (ETF). This is an annual tri-site event designed to reinforce evidence-based pedagogies, highlight innovative education technologies, and foster a community of inter-professional educators across the enterprise. The ETF provides a platform for promoting and integrating new ideas, novel design and curriculum, and successful learning and assessment methodologies.
  • Supporting the Interprofessional Education (IPE) Working Group. This group creates, collates, disseminates, and facilitates faculty development programming and resources to advance IPE across the college. OASES initiated the launch of the Mayo Clinic College of Medicine and Science IPE Virtual Office and provides consultation and strategic direction for IPE initiatives.
  • Partnering with the Graduate Medical Education (GME) Innovation Program. This is led and funded by the School of Graduate Medical Education, and OASES partners with GME deans and operations managers to provide research design and scholarship consultation and resources.

Recent milestones and outcomes:

  • Mayo Clinic College of Medicine and Science faculty members have reported more than 24,000 hours of faculty development
  • Our ‘Take 5’ video series have been viewed more than 34,000 times
  • The bi-monthly Faculty Feed newsletter has grown to 3,500 subscribers
  • The Mayo Clinic College of Medicine and Science Academy of Education Excellence has reviewed more than 100 applications and awarded membership to 75 educators across the institution.
  • Our Twitter account, @MayoFacDev continues to accrue followers and be an active source of engagement.
Faculty members at Mayo Clinic discussing over an open book