1. General Faculty Meeting 7/31/15

2. STEPS IN STRATEGIC PLAN DESIGN StepPrimary People/Groups Involved Hold retreat to brainstorm goals and outcomes Deans, Chairs, Faculty Council, Program Directors Vote to endorse goals and narrow outcomes list Faculty College-wide via Survey Monkey Integrate CEPH and Retreat Goals and generate outcome subcomponents Dean’s Group/Faculty Representatives Present and discuss complete draftFaculty attending College-wide Faculty Meeting Vote to endorse comprehensive plan Faculty College-wide via Survey Monkey

3. Sept. 12, 2014: Strategic Planning Retreat Brainstormed educational and research goals Narrowed list by faculty representatives’ vote Combined subgroup lists of possible outcomes associated with top goals November-December, 2014: College-wide Faculty Vote via Survey Monkey Endorsed educational and research goals Voted on preferred outcomes

4. January, 2015: Service Retreat Preparation Departments completed SWOT analyses HSC drafted patient care goal recommendations Jan. 7 th discussion by ELC regarding service retreat February 3, 2015: Strategic Planning Retreat Brainstormed service goals Narrowed list by faculty representatives’ vote

5. March, 2015: College-wide Faculty Vote via Survey Monkey for Service Goals Voted on preferred service goals June-July, 2015: Integrated CEPH and Retreat Plans Dean’s group organized service outcomes Dean’s group created final strategic plan draft for faculty review and endorsement Presentation of strategic plan draft at College-wide faculty meeting (7/30/15)

6. Educational Goals CEPHSTRATEGIC RETREATSUGGESTED DRAFT Provide excellent programs that prepare graduates to address multifaceted health needs Produce well rounded professionals recognized for: critical thinking scientific orientation communication skills Inter-professional collaboration leadership Produce well rounded graduates recognized for: critical thinking scientific orientation communication skills Inter-professional collaboration leadership Leader in evidenced- based teaching and innovative educational methods Become a globally recognized leader for high quality, innovative, evidenced-based academic programming Global recognition for quality of cutting-edge programs

7. RESEARCH GOALS CEPHSTRATEGIC RETREATSUGGESTED DRAFT Address priority health needs by conducting high quality research and disseminating the findings Meaningful high-impact research to improve individual, community, and population level health, locally, nationally and globally Conduct and disseminate the results of high impact research designed to improve individual, community, and population health An environment that supports effective interdisciplinary collaboration Support interdisciplinary collaboration Environment that fosters growth and development at all levels (pre-doc on) Foster professional growth and development for students and faculty

8. SERVICE GOALS CEPHSTRATEGIC RETREATSUGGESTED DRAFT Lead and actively participate in serving our university, our professions, and individuals and communities Improve patient experience and clinical outcomes Ensure exceptional patient service and outcome College recognized for leadership in shaping policy, practice, and the agenda for the professions Demonstrate leadership in shaping policy, practice, and the agenda for the professions Work in an environment where service is valued and rewarded Foster a positive work environment in which service is valued and rewarded

9. 1. Enroll a strong and diverse student body 2. Establish program standards for number of student presentations, publications, and grants 3. Prepare graduates who are competitive in employment markets

10. 1a. Enroll a strong and diverse student body i. Maintain high standards for admission to undergraduate programs ii. Evaluate graduate admissions criteria (Review grade point average and Graduate Record Exam data of academic programs to determine if acceptance patterns reflect appropriate level of competitiveness); if not, implement recruitment plan over next 5 years to raise admission criteria

11. 1a. Enroll a strong and diverse student body iii. Review student attrition data to determine any specific patterns or needs for intervention iv. Identify students to recommend for leadership positions in student organizations each year

12. 1a. Enroll a strong and diverse student body v. Identify programs with limited diversity and design concrete plan to increase applicant pool and successful enrollments through targeted recruitment vi. Continue participation in undergraduate and graduate minority fairs

13. 1b. Establish program standards for number of student presentations, publications, and grants i. Ensure individual development plan for each PhD student includes annual goals for number and type of presentations, grant writing practice and submission, and research leading to publications (with number of publications expected each year as student develops and as appropriate to the discipline)

14. 1c. Prepare graduates who are competitive in employment markets i. Implement systematic review of employment data and identify areas for potential advising/skills building enhancements ii. Evaluate and strengthen current career planning programs in each discipline

15. 1. Recruit and retain outstanding faculty 2. Maintain accreditation at the highest standard awarded 3. Increase the number of training grants 4. Increase faculty engagement with innovative educational methods and technology to improve the student’s educational experience

16. 2a. Recruit and retain outstanding faculty i. Complete pre-eminence hires ii. Identify additional faculty hiring needs supporting excellence in teaching and develop recruitment and resource plan /timeline in next five years

17. 2a. Recruit and retain outstanding faculty iii. Design and implement more comprehensive exit interview related to faculty attrition, and review exit interview data to determine any trends/issues to address iv. Review incentive plan components for enhancements potentially impacting retention

18. 2b. Maintain accreditation at the highest standard awarded i. Ensure review of curriculum on bi-annual basis related to accreditation trends ii. Facilitate faculty participation in state or national organizations involved in influencing or setting curricular policy iii. Review PhD 5-year plans and success in implementing best practice requirements; set course to incorporate any best practices not yet implemented

19. 2c. Increase the number of training grants i. Evaluate collaborative opportunities for reasonable success in acquiring training grants ii. Set targeted number for submission of training grants

20. 2d. Increase faculty engagement with innovative educational methods and technology to improve the student’s educational experience i. Complete conversion to CANVAS for each department ii. Implement orientation program on blended learning for faculty

21. 2d. Increase faculty engagement with innovative educational methods and technology to improve the student’s educational experience iii. Design and implement learning tools and associated trainings for use by faculty in blended learning courses based on recommendations of the Blended Learning Task Force iv. Increase faculty engagement in inter-professional education activities

22. 1. Increase number of peer-reviewed publications with particular attention to journal quality and impact factor 2. Increase external support for research endeavors 3. Generate greater public awareness of research projects and findings (e.g. media attention; presentations, etc.)

23. 1a. Increase number of peer-reviewed publications with particular attention to journal quality and impact factor i. Evaluate 3-year data of faculty publications by level and discipline ii. Set targets for submission to top journals iii. Incorporate publication expectations into annual faculty evaluations

24. 1b. Increase external support for research endeavors i. Identify grant sources not taking maximal advantage of based on Academic Analytics data ii. Map out plan for increasing grant submissions incorporating the above sources as appropriate to faculty expertise

25. 1b. Increase external support for research endeavors iii. Set clear expectations for grant submissions for tenured/tenure track faculty members and identify support needs to facilitate success as principal investigators iv. Evaluate incentives around grant and publication success

26. 1c. Generate greater public awareness of research projects and findings (e.g. media attention; presentations, etc.) i. Increase number of professional presentations faculty give ii. Create public relations clearinghouse to which research findings are systematically linked for potential distribution; take advantage of social media outlets

27. 1c. Generate greater public awareness of research projects and findings (e.g. media attention; presentations, etc.) iii. Identify opportunities and develop public service announcements related to discoveries iv. Develop communication strategy with local community

28. 1. Increase the number of faculty serving as Principal Investigators or Co-Investigators on interdisciplinary team science projects 2. Increase opportunities for community collaboration and implementation of research in community settings 3. Increase co-authorship of publications that reflect interdisciplinary collaboration

29. 2a. Increase the number of faculty serving as Principal Investigators or Co-Investigators on interdisciplinary team science projects i. Review research areas of pre-eminence hires (i.e. generally and in cancer) to identify specific opportunities for new collaborations ii. Determine targeted/prioritized areas to increase cross-disciplinary and cross-college collaborations to accelerate scientific momentum

30. 2a. Increase the number of faculty serving as Principal Investigators or Co-Investigators on interdisciplinary team science projects iii. Ensure junior faculty, in particular, are introduced to potential collaborators from other disciplines; shape this as an expectation as part of culture

31. 2b. Increase opportunities for community collaboration and implementation of research in community settings i. Invite community stakeholders to annual Research Fair and College Distinguished Speaker series ii. As collaborative research priorities are set, incorporate role for community stakeholders as appropriate; evaluate specific partnership opportunities (e.g. Dept. of Health)

32. 2c. Increase co-authorship of publications that reflect interdisciplinary collaboration i. Set expectations for co-authored publications as part of collaborative research project roll- out ii. Include faculty expectations for collaborative production during annual evaluations

33. 1. Increase percent of junior faculty who achieve tenure, promotion, advancement, and professional recognitions 2. Ensure salaries meet or exceed national (peer) medians for faculty and students 3. Ensure each faculty and student has an individual professional development plan

34. 3a. Increase percent of junior faculty who achieve tenure, promotion, advancement, and professional recognitions i. Streamline annual evaluation process/design template to focus on progression and goals related to tenure and promotion ii. Map Tenure and Promotion criteria to annual evaluation goals prior to finalizing letters

35. 3a. Increase percent of junior faculty who achieve tenure, promotion, advancement, and professional recognitions iii. Ensure timely 3-year reviews and create concrete response plan in any weaker areas, including meeting with dean and chair within one month of review to discuss steps to strengthen packet

36. 3b. Ensure salaries meet or exceed national (peer) medians for faculty and students i. Conduct comparison of salaries to available national data ii. Develop sequential plan to address identified areas of salary compression based on college priorities

37. 3c. Ensure each faculty and student has an individual professional development plan i. Review components of plan against expected standards of progression/promotion to ensure complete ii. Maintain tracking system to ensure plans are completed, discussed, and signed

38. 1. Ensure clinical procedures facilitate maximal clinical outcomes 2. Ensure strong patient satisfaction ratings (4-5 on 5-point scale) 3. Increase visibility/branding to foster enhanced reputation of clinical programs 4. Leverage technology to enhance timely and effective service delivery and outcomes

39. 1a. Ensure clinical procedures facilitate maximal clinical outcomes i. Sentinel event occurrence <1% ii. 90% or greater compliance with all Joint Commission standards

40. 1b. Ensure strong patient satisfaction ratings (4-5 on 5-point scale) i. Identify and implement patient satisfaction survey with systematic review

41. 1c. Increase visibility/branding to foster enhanced reputation of clinical programs i. Identify services with growth potential ii. Create targeted marketing plan for clinical programs, with particular attention to niche markets emphasizing unique expertise

42. 1d. Leverage technology to enhance timely and effective service delivery and outcomes i. Review EPIC/other data systems for enhancements related to timely documentation ii. Increase efficiency in scheduling systems

43. 1d. Leverage technology to enhance timely and effective service delivery and outcomes iii. Manage patient backlogs iv. Organize data available to establish system for monitoring and predicting clinical service functions and needs

44. 1. Foster faculty leadership contributions to professional and governmental agencies and associations 2. Build partnerships with community organizations to promote health 3. Provide educational programs that meet workforce development needs

45. 2a. Foster faculty leadership contributions to professional and governmental agencies and associations i. Identify faculty to nominate for strategically selected leadership positions ii. Groom younger faculty for future national roles by facilitating relevant committee membership

46. 2a. Foster faculty leadership contributions to professional and governmental agencies and associations iii. Continue targeting high impact University of Florida committees affecting college for nomination for committee openings (ongoing from previous plan)

47. 2b. Build partnerships with community organizations to promote health i. Engage student organizations to identify college-wide community service initiative (ongoing from previous plan) ii. Expand the reach of HealthStreet

48. 2c. Provide educational programs that meet workforce development needs i. Complete implementation of communication sciences and disorders certificate ii. Spearhead development of doctor of occupational therapy program

49. 2c. Provide educational programs that meet workforce development needs iii. Spearhead approval process for undergraduate public health degree proposal iv. Complete leadership transition for Forensic Vocational Rehabilitation, Geriatric Care Management, and Medicaid certificate programs and evaluate continuing need

50. 1. Enhance opportunities for recognition of faculty and staff who provide outstanding or broad-based service

51. 3a. Enhance opportunities for recognition of faculty and staff who provide outstanding or broad- based service i. Survey staff regarding types of allowable recognition that would be meaningful ii. Develop criteria, and design selection and recognition process for faculty and staff demonstrating outstanding service

52. Finalize plan and send to faculty for final vote Create action plan for all components Create any needed tracking systems Implement plan Evaluate progress on an annual basis and recommend any specific changes Include annual report in Dean’s State of the College address

53. EDUCATIONAL GOALS COMPARISON PHHPHSC Produce well rounded graduates recognized for critical thinking, science orientation, communication skills, inter-professional collaboration, and leadership Train graduates who excel and lead in clinical care, science, teaching and community health Become a globally recognized leader for high quality, innovative, evidenced-based academic programming Become a national model for interprofessional education Enhance pre-eminence of graduate education

54. RESEARCH GOALS COMPARISON PHHPHSC Conduct and disseminate the results of high impact research designed to improve individual, community, and population health Maximize impact of state funding for UF preeminence programs in advancing biomedical and population science Bring scientific discovery and technology into commercial use to improve health Support interdisciplinary collaboration Collaborate with partners across UF Foster professional growth and development for students and faculty

55. SERVICE GOALS COMPARISON PHHPHSC Ensure exceptional patient service and outcome Strive for five stars in quality and safety among academic health centers nationally Grow programs and services to meet the increasing demand for care Demonstrate leadership in shaping policy, practice, and the agenda for the professions Continue to generate resources that enable expansion and new growth across UF Health Improve overall health and quality of life by engaging people and communities throughout the region Foster a positive work environment in which service is valued and rewarded

56. UF Goals Draft Goal 1: An exceptional community of students, faculty, and staff that embraces breadth of thought and experience in support of university goals through cultural, racial, gender, geographic and all aspects of diversity. Goal 2: An outstanding and accessible education that prepares students for work, citizenship and life. Goal 3: Faculty recognized as preeminent by their students and peers. Goal 4: Alumni who are successful in their careers and in life and who are proud to be graduates of the University of Florida. Goal 5: Growth in scale/depth of basic and translational research and scholarship that enhances fundamental knowledge and impacts the world’s citizens’ lives. Goal 6: A physical infrastructure and efficient administration and support structure that enable preeminence.