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Vision 2022 USF College of Public Health Strategic Plan Town Hall.

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Presentation on theme: "Vision 2022 USF College of Public Health Strategic Plan Town Hall."— Presentation transcript:

1 Vision 2022 USF College of Public Health Strategic Plan Town Hall

2 2 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

3 3 Strategic Vision 2022 Transform the MPH Translate Translational Research Promote System Capacity Our People Sustainability

4 4 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

5 Overarching Workgroup – 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 Donna Petersen – Ran Nisbett – Dave Rogoff – Art Williams – Boo Kwa – Bob Novak – Aurora Sanchez- Anguiano – Tom Bernard Strategic Planning Process Overarching Work Group

6 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

7 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 Workgroups

8 8 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

9 9 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

10 Transforming the MPH – Kathleen O’Rourke, Chair – Tom Bernard – Marie Bourgeois – Rita Debate – Donna Haiduven – John Large – Tom Mason – Steve Mlynarek – Wendy Nembhard – Barbara Orban – Kay Perrin – Carla Vandeweerd – Kate Wolfe Quintero – Deanna Wathington (staff) Strategic Planning Process Workgroups

11 Translating Translational Research – Julie Baldwin, Chair – Amy Alman – Henian Chen – Tom Crisman – Ellen Daley – Russ Kirby – John Petrila – Kate Wolfe Quintero – Wil Milhous (staff) Promoting System Capacity – Dave Rogoff, Chair – Bob Nelson – Rene Salazar – Aurora Sanchez- Anguiano – Bill Sappenfield – Sandhya Srinivasan – Heather Stockwell – Jay Evans (staff) Strategic Planning Process: Workgroups

12 12 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

13 13 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

14 14 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

15 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

16 16 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

17 17 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 Academic Year – Where possible, the baseline year for measurement is Due to data capture issues, there are certain measures for which 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!

18 18 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

19 19 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.

20 Objective 1: The USF COPH will offer the transformed MPH curriculum by 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)

21 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. Transforming the MPH (cont’d)

22 22 Translating Translational Research Goal The USF COPH will be known as a leader of interdisciplinary, transformational research.

23 Objective 1: The USF COPH will create a forward- thinking 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)

24 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)

25 25 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.

26 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. Translating Translational Research (cont’d)

27 27 Enhancing System Capacity Goal The USF COPH will be recognized as a leader in promoting public health system capacity locally, statewide, nationally and internationally.

28 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. Enhancing System Capacity (cont’d) 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.

29 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)

30 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)

31 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)

32 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)

33 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. Enhancing System Capacity (cont’d)

34 34 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.

35 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

36 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)

37 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)

38 Indicator IV.2.3: By Spring, 2015, the USF COPH will offer programs to faculty designed to enhance their leadership skills and competencies.

39 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) community- building programs annually. Our People (cont’d)

40 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 Our People (cont’d)

41 41 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.

42 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)

43 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 three- year 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)

44 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 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 academic year, the USF COPH will have increased the number of BSPH students by 30% over the Fall 2012 enrollment. Sustainability (cont’d)

45 Indicator V.2.3: By the end of the 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 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 academic year and thereafter, the USF COPH will graduate at least 400 BSPH students per year. Sustainability (cont’d)

46 Indicator V.2.7: The USF COPH will graduate ten research doctoral students per year by 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.

47 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)

48 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. Sustainability (cont’d)

49 49 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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