2014 Strategic Plan Presentation

Report
Vision 2022
USF College of Public Health
Strategic Plan Town Hall
Today’s Goals
• Re-affirm our Strategic Vision 2022
• Review the Strategic Planning Process & Timeline
• “Living Our Vision”
• Key Plan Features
• Introduce proposed Goals, Objectives &
Indicators
2
Strategic Vision 2022
Transform
the
MPH
Translate
Translational
Research
Promote
System
Capacity
Our People
Sustainability
3
Strategic Planning Process
Timeline
• Fall 2011
– COPH Executive Committee meets to discuss a vision
for College’s next strategic plan
• Winter 2011/Spring 2012
– Established an Overarching Workgroup and 5 Pillar
workgroups to create strategic initiatives around:
•
•
•
•
•
Mastery
Advancing Knowledge
Public Health in Practice
Our People
Sustainability
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Strategic Planning Process
Overarching Work Group
• Overarching Workgroup • Donna Petersen
– Charge of the Overarching
group was to consider the
mission, vision and value
statements and to review
the group’s work to assure
cohesion and continuity
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Ran Nisbett
Dave Rogoff
Art Williams
Boo Kwa
Bob Novak
Aurora SanchezAnguiano
– Tom Bernard
Strategic Planning Process
Workgroups
• Pillar: Mastery
– Deanna Wathington, Chair
• Tom Bernard
• Donna Haiduven
• Tom Mason
• Allison Oberne
• Kathleen O’Rourke
• Kay Perrin
• Kate Wolfe-Quintero
• Pillar: Advancing
Knowledge
– Wil Mihous, Chair
• Julie Baldwin
• Yangxin Huang
• Carla Vandeweerd
• Jacqueline Wiltshire
• Azliyati Azizan
• Eric Buhi
• Russ Kirby
• Stephanie Marhefka
• Wei Wang
• Nanhua Zhang
Strategic Planning Process
Workgroups
• Pillar: Our People
– Paula Knaus, Chair
• Jaime Corvin
• Ellen Daley
• Bill Sappenfield
• Amy Alman
• Marti Coulter
• June Lake
• Jay Wolfson
• Pillar: Public Health in
Practice
– Anne Debaldo, Chair
• Tom Mason
• Hana Osman
• Rene Salazar
• Ricardo Izurieta
• Mark O’Neill
• Jodi Ray
• Adewale Troutman
Strategic Planning Process
Timeline
• June 2012
– College-wide town hall held to present the “bold ideas”
generated around the five strategic pillars
– “Bold Ideas” became the foundation of our Vision 2022:
•
•
•
•
Transforming the MPH Degree Program
Translating Translational Research
Enhancing System Capacity
Supported by our Infrastructure, highlighted by Our People and
Sustainability
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Strategic Planning Process
Timeline
• Fall 2012
– Bold Idea workgroups are formed to develop plans around
our three transformational goals
• Transforming the MPH, chaired by Kathleen O’Rourke
• Translating Translational Research, chaired by Julie Baldwin
• Promoting System Capacity, chaired by Dave Rogoff
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Strategic Planning Process
Workgroups
• Transforming the MPH
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Kathleen O’Rourke, Chair
Tom Bernard
Marie Bourgeois
Rita Debate
Donna Haiduven
John Large
Tom Mason
Steve Mlynarek
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Wendy Nembhard
Barbara Orban
Kay Perrin
Carla Vandeweerd
Kate Wolfe Quintero
Deanna Wathington
(staff)
Strategic Planning Process:
Workgroups
• Translating
Translational Research
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Julie Baldwin, Chair
Amy Alman
Henian Chen
Tom Crisman
Ellen Daley
Russ Kirby
John Petrila
Kate Wolfe Quintero
Wil Milhous (staff)
• Promoting System
Capacity
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–
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Dave Rogoff, Chair
Bob Nelson
Rene Salazar
Aurora SanchezAnguiano
Bill Sappenfield
Sandhya Srinivasan
Heather Stockwell
Jay Evans (staff)
Strategic Planning Process:
Timeline
• December 2012
– “Bold Idea” work groups submit their recommendations
• January – December 2013
– Goals, Objectives and Indicators are crafted from work
group recommendations
– Feedback was two-way, as we sought to ensure that the
ideas and spirit of the workgroups were captured
accurately while developing measurable indicators
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Strategic Planning Process:
Timeline
• January – June 2014
– Working with College leadership, faculty committee chairs
and key staff to finalize language and definitions around
goals, objectives and indicators
• July 2014
– College-wide town hall to present detailed plan
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Living Our Vision
• As in past years, our strategic plan will be used as a
guide for what we do and how we do it
• Our vision may change over time, so we will be
open to updates that reflect where we are going as
a College
• To guide us, we will establish a Strategic Vision
2022 Oversight committee, to review and report on
our progress regularly
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Living Our Vision
Vision 2022 Oversight Committee
• Chairs
– Tom Mason, Faculty Assembly
President
– Jay Evans, Associate Dean
• Faculty Assembly
Steering Committee
– Academic Programs &
Curriculum Committee
– Student Affairs
– ETA Committee
– Research
– Laboratory & Safety
– Faculty Affairs
– Educational Outcomes
• Goal Champions
– Assoc Deans for Academic &
Student Affairs; Research; Health
Equity & Community Engagement;
Faculty Affairs
• Department Chair
Representative
• Diversity Committee Chair
• Staff Representative
• Student Representatives
– PHSA President
– Doctoral Student representative
Key Plan Features
• It is intended to be a living plan
– We will measure, assess our progress, report and revisit as
needed.
• We are finalizing a data dictionary that will be used to
guide consistent reporting from year to year
• The plan includes goals and indicators to meet our
Vision 2022, as well as data we report to a variety of
stakeholders, such as CEPH, ASPPH and our USF Board
of Trustees through USF’s strategic plan
– Mostly seen through indicators in Sustainability
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Key Plan Features
• For today’s discussion, some key points:
– “Year” and “Fiscal Year” refer to the time period July 1 –
June 30
– “Academic Year” means Summer-Fall-Spring terms
• For example, Summer 13, Fall 13, Spring 14 equals the 201314 Academic Year
– Where possible, the baseline year for measurement is 201213
• Due to data capture issues, there are certain measures for
which 2013-14 will be the baseline year
– Much data are pulled from the annual AFAR – we rely on you
to tell us all the great things you do!
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Introducing the Plan
• Our goal is to introduce each measure to you today
• To aid in this review, there is a Vision 2022 handout
with each goal, objective and indicator for you
• The handout also includes all data collected to date
against the plan as well as what projected goals
will look like by 2022
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Transforming the MPH
Goal
The USF COPH will provide an MPH education that is
integrative, comprehensive, and interdisciplinary, while
allowing for flexibility based on prior learning and
professional development goals.
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Transforming the MPH (cont’d)
Objective 1: The USF COPH will offer the transformed
MPH curriculum by 2022.
Indicator I.1.1: By the Spring 2015 semester, the College will pilot the
transformed MPH Core curriculum to a select number of MPH students
in an in-class format.
Indicator I.1.2: By Fall 2016, the transformed MPH Core curriculum will
be offered in-class (blended) and in fully online formats.
Transforming the MPH (cont’d)
Objective 2: USF COPH MPH and MSPH students will
complete the transformed Core sections within three
semesters of matriculation.
Indicator I.2.1: Effective with the Spring 2020 semester, 90% of MPH
and MSPH students will complete the Core within three (3) semesters of
matriculation.
Translating Translational Research
Goal
The USF COPH will be known as a leader of
interdisciplinary, transformational research.
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Translating Translational Research (cont’d)
Objective 1: The USF COPH will create a forwardthinking infrastructure that supports innovative and
interdisciplinary team science and promotes a positive
research culture at all levels.
Indicator II.1.1: The USF COPH will annually create opportunities for
faculty with related research interests to engage in interdisciplinary
interactions designed to facilitate the growth and development of
research initiatives.
Indicator II.1.2: The USF COPH will annually support the formation of
cross-disciplinary teams including faculty and students through
internal funding mechanisms.
Translating Translational Research (cont’d)
Objective 2: USF COPH researchers and research findings
will be readily accessible to the public, policymakers,
health care providers, consumers of health care,
advocates, and other researchers.
Indicator II.2.1: The USF COPH faculty will annually increase the average
number of peer-reviewed publications per tenured/tenure track FTE.
Translating Translational Research (cont’d)
Indicator II.2.2: The USF COPH faculty will increase its annual number
of presentations at national and/or international meetings and
conferences over baseline.
Indicator II.2.3: By 2022 the USF COPH faculty will increase the
dissemination of research translated into practice in the community.
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Translating Translational Research (cont’d)
Objective 3: The USF COPH will engage the community
in developing research consistent with the College’s
research expertise and the community’s needs and
priorities.
Indicator II.3.1: By 2022 the COPH will increase the number of research
proposals in collaboration with community partners over baseline.
Indicator II.3.2: By 2022 the COPH will increase the number of funded
initiatives in collaboration with community partners over baseline.
Enhancing System Capacity
Goal
The USF COPH will be recognized as a leader in
promoting public health system capacity locally,
statewide, nationally and internationally.
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Enhancing System Capacity (cont’d)
Objective 1: The USF COPH will, through state-of-the-art
technology, provide continuing education, formal
education, and training opportunities to the public health
workforce, domestically and abroad.
Indicator III.1.1: By 2022 the USF COPH will increase the number of
conferences offered by 50% over baseline.
Indicator III.1.2: By 2022 the USF COPH will increase by 20% over
baseline the number of attendees reached through workforce
development, conferences and continuing education activities.
Enhancing System Capacity (cont’d)
Indicator III.1.3: By 2022, the USF COPH will increase the number of
graduate certificates earned by non-degree students by 100% over
baseline.
Indicator III.1.4: By 2022, the USF COPH will increase the total number
of applicants to the DrPH program by 50% over baseline.
Indicator III.1.5: By 2022, the USF COPH will increase the total number
of students enrolled in the DrPH program by 50% over baseline.
Indicator III.1.6: By 2022, the USF COPH will increase the total number
of applicants to online MPH degree programs by 50% over baseline.
Enhancing System Capacity (cont’d)
Indicator III.1.7: By 2022, the USF COPH will increase the total number
of students enrolled in online MPH degree programs by 10% over
baseline.
Enhancing System Capacity (cont’d)
Objective 2: The USF COPH will provide public health
educational activities for the general public, in Tampa and
beyond.
Indicator III.2.1: Beginning in 2014, the USF COPH will annually offer at
least one public health educational activity designed for the general
public.
Enhancing System Capacity (cont’d)
Objective 3: The USF COPH will leverage partnerships and
strength in key international markets to develop a
continuum of education and training programs.
Indicator III.3.1: By 2022, the USF COPH will have at least one
designated World Health Organization (WHO) Collaborating Center.
Indicator III.3.2: By 2022, the USF COPH will increase the number of
educational/training initiatives in international markets over baseline.
Indicator III.3.3: By 2022, the USF COPH will increase the enrollment of
international participants in academic and training initiatives over
baseline.
Enhancing System Capacity (cont’d)
Objective 4: The USF COPH will serve as a resource for
education, training and the practice of public health for
the State of Florida.
Indicator III.4.1: By 2022, the USF COPH will increase the number of
educational/training initiatives targeted to practicing Florida
professionals over baseline.
Indicator III.4.2: By 2022, the USF COPH will increase the number of
attendees in educational/training initiatives targeted to practicing
Florida professionals over baseline.
Our People
Goal
The USF COPH values inclusiveness and respect for
all people. We will accomplish this through our
culture, curriculum, research and service by
continually fostering an environment within the
College that embraces diversity, a sense of
community, collegiality and life-long learning.
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Our People
Objective 1: The USF COPH is committed to offering
development opportunities for our faculty and staff in an
effort to ensure their ongoing professional growth and
success.
Indicator IV.1.1: The USF COPH will offer a minimum of one program per
year designed to enhance the teaching skills and competencies of our
faculty and to encourage the effective use of technology and advanced
teaching methodologies in the classroom, laboratory and online.
Indicator IV.1.2: The USF COPH will provide a minimum of one program
per year designed to enhance the research skills and competencies of
our faculty.
Our People (cont’d)
Indicator IV.1.3: The USF COPH will offer annually at least one general
professional development program for new and current faculty and
staff.
Indicator IV.1.4: The USF COPH will offer annual opportunities for
professional development through the College Faculty and Staff
Professional Development Award Program.
Indicator IV.1.5: By Fall 2016, the USF COPH will launch a series of
professional development tracks for staff.
Our People (cont’d)
Objective 2: The USF COPH is committed to developing
leaders who will shape the future of the College and the
profession.
Indicator IV.2.1: By Fall 2013, the USF COPH will pilot a leadership
program designed to enhance the leadership skills and competencies of
the Dean’s executive leadership team.
Indicator IV.2.2: By Summer 2014, the USF COPH will offer a pilot
program designed to enhance the leadership skills and competencies of
the College-wide leadership team
Our People (cont’d)
Indicator IV.2.3: By Spring, 2015, the USF COPH will offer programs to
faculty designed to enhance their leadership skills and competencies.
Our People (cont’d)
Objective 3: The USF College of Public Health is
committed to building a strong sense of community
among its faculty and staff through on-going programs
designed to foster professional relationships and
connectivity to one’s colleagues while reinforcing the
values of the College.
Indicator IV.3.1: The COPH will offer at least ten (10) communitybuilding programs annually.
Our People (cont’d)
Objective 4: The USF COPH supports faculty, staff and
students in fulfilling their professional goals while
contributing to the mission and overall success of the
College continually building a diverse community with a
Global perspective.
Indicators TBD
Sustainability
Goal
The USF COPH will develop and maintain academic and
financial practices and a physical environmental that will
ensure the sustainability of the College through 2022
and beyond.
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Sustainability (cont’d)
Objective 1: The USF COPH will implement sound
financial strategies that will contribute to the
sustainability of our College.
Indicator V.1.1: By 2022 the USF COPH will increase expenditures of
extramural research funds by 10% over baseline.
Indicator V.1.2: The USF COPH will maintain or improve its ranking
among accredited schools and colleges of public health for annual
expenditures of extramural research dollars.
Sustainability (cont’d)
Indicator V.1.3: By 2022, the USF COPH will increase the revenue
generated through workforce development initiatives by 25% over the
baseline year.
Indicator V.1.4: By 2022, the USF COPH will increase the annual threeyear average amount of donations to support student scholarships by
100% over the baseline year.
Indicator V.1.5: At least 50% of USF COPH faculty and staff will
participate annually in the USF Faculty/Staff Campaign.
Sustainability (cont’d)
Objective 2: The USF COPH will provide an environment
that allows us to successfully recruit, enroll, support and
graduate students.
Indicator V.2.1: By the Fall semester of the 2021-22 academic year, the
USF COPH will have increased the number of graduate students by 10%
over Fall 2012 enrollment.
Indicator V.2.2: By the Fall semester of the 2021-22 academic year, the
USF COPH will have increased the number of BSPH students by 30% over
the Fall 2012 enrollment.
Sustainability (cont’d)
Indicator V.2.3: By the end of the 2021-22 academic year, 20% of the
BSPH majors will have matriculated as freshman majors.
Indicator V.2.4: By 2022, the USF COPH will increase the number of total
gross student credit hours taught per year by 50% over the 2012-13
academic year.
Indicator V.2.5: By 2022 the USF COPH will increase the amount of
financial support provided to students through tuition support and
scholarships by 20% over the amount awarded in the baseline year.
Indicator V.2.6: By the 2016-17 academic year and thereafter, the USF
COPH will graduate at least 400 BSPH students per year.
Sustainability (cont’d)
Indicator V.2.7: The USF COPH will graduate ten research doctoral
students per year by 2015-16 and each year thereafter.
Indicator V.2.8: By 2022, the USF COPH will graduate five professional
doctoral degree students per year.
Indicator V.2.9: By 2022, the USF COPH will graduate 220 master’s
degree students per academic year.
Indicator V.2.10: Of our BSPH students who graduate each year, 75%
will graduate within five years.
Indicator V.2.11: Of our BSPH students who graduate each year and
entered the program as true freshmen, 75% will graduate within four
years.
Sustainability (cont’d)
Indicator V.2.12: Of our master’s degree students who graduate each
year, 80% will graduate within five years.
Indicator V.2.13: Of our doctoral students who graduate each year, 70%
will graduate within seven years.
Sustainability (cont’d)
Objective 3: The USF COPH will ensure our facilities
provide an optimal environment for working and learning.
Indicator V.3.1: The USF COPH will conduct a biennial survey of the
faculty, staff and students to determine to the extent to which the
College’s facilities are meeting the working and learning needs of the
College community.
Moving Forward
• We can not reiterate enough – this is a living plan.
We will continue to share our successes and
challenges with the College community
• In return we will continue to need your input &
feedback along the way
• Thank you all for your participation today – our
community is what allows us to create such an
ambitious Vision 2022
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